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Review trait theory research, and the Leadership Grid as points of reference.
Explain, according to Fiedler’s contingency model, how leadership style interacts with situational control.
Discuss House’s revised path-goal theory and Hersey and Blanchard’s situational leadership theory.
Describe the difference between transactional and transformational leadership and discuss how transformational leadership transforms followers and work groups.
Explain the leader-member exchange (LMX) model of leadership and the concept of shared leadership.
Review the principles of servant leadership and discuss Level 5 leadership
Leadership
Learning Objectives
Chapter Fourteen
Leadership and VisionLeadership
process of inspiring others to work hard to accomplish important tasks
Vision someone who has clear sense
of future
Leadership
Leadership and PowerPower
ability to get someone else to do what you want them to
Leadership
Leader trait: personal characteristics that differentiate leaders from followers.
Leadership prototype: mental representations of the traits and behaviors possessed by leaders.
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Trait Theory
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
drivedesire to leadmotivationhonesty and integrityself-confidence intelligence and knowledgeflexibility
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Trait Theory
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Intelligence Personality Abilities
Judgment Adaptability Ability to enlist cooperation
Decisiveness Alertness Cooperativeness
Knowledge CreativityFluency of speech Personal integrity Sociability
Emotional balance Tact, diplomacyand Control
Popularity & prestige
IndependenceSelf-confidence Social
participationMcGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Traits Associated with Leadership Effectiveness
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Men and women were seen as displaying more task and social leadership, respectively
Women used a more democratic or participative style than men and men used a more autocratic and directive style than women
Men and women were equally assertive
Women executives, when rated by their peers, managers, and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria
Men displayed more laissez-faire leadership
14-2
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Gender and Leadership
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
The Ohio State Studies: 1950s
(R.M. Stogdill and A.E. Coons) identified two critical dimensions of leader
behavior. Consideration: creating mutual respect and
trust with followers. Being friendly and supportive towards his or her subordinates.
Initiating structure: organizing and defining what group members should be doing.
14-3
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Styles Theory
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
The Ohio State Studies: (R.M. Stogdill and A.E. Coons)
identified two critical dimensions of leader behavior. Consideration: Correlates with
People Oriented- Employee centered Initiating structure: Correlates with
Task Oriented – Job centered
14-3
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Styles Theory
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
University of Michigan Studies identified two leadership styles that were similar to the
Ohio State studies--one style was employee centered and the other was job centered
The Leadership Grid © represents five leadership styles found by crossing
concern for production and concern for people Impoverished management Country club management Authority-compliance Middle-of-the-road management Team management
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Styles Theory (Cont.)
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
The Leadership Grid
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Transactional leadership: focuses on the clarifying employees’ roles and providing rewards contingent on performance.
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Transactional Leadership
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Authoritarian - their subordinates work for them and largely do as they are told
Work focus – work within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Transactional Leadership
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Directive or autocratic Management by Exception
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Transactional Leadership
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Transformational leaders: transforms employees to pursue organizational goals over self-interests.
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Transformational Leadership
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Qualities of Transformational Leaders vision charisma symbolism empowerment intellectual stimulation integrity
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Transformational Leadership
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Intelligence is the ability to manage oneself and interact with others in mature and constructive ways
5-16
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Emotional Intelligence
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Self-Awareness, Self-Esteem, Self-confidence
Self-Control in all situations: self-regulation Leadership Decisiveness, decision-making Motivation- of self and others Conflict Management, negotiation Stress management and reduction Support and sensitivity to others Communication Teamwork, relationships
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Management/Leadership Activities & EI Competencies
©
EI is the ability to perceive, understand, integrate and manage, one’s own and other people’s feelings and emotions, and to act upon them in a reflective and rational manner.
EI is the capacity to consciously choose your thoughts, feelings, and actions to gain the clearest insight about yourself and to get the most out of relationships with others.
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Intelligence Defined
©
5-17
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Skills & Best Practices: How to DevelopPersonal and Social Competence Through
Emotional Intelligence
Personal Competence
• Self-Awareness• Emotional self-awareness• Accurate self-assessment• Self-confidence
• Self-Management• Emotional self-control• Transparency• Adaptability• Achievement• Initiative• Optimism
Social Competence
• Social Awareness• Empathy• Organizational awareness• Service
• Relationship Management• Inspirational leadership• Influence• Developing others• Change catalyst• Conflict management• Building bonds• Teamwork and collaboration
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
EI develops in three important phases throughout life. Success is measured by individual effort and motivation.
First: By increasing your self-awareness (know yourself)
Second: By self-management (choosing your thoughts and actions)
Third: By making a plan for decision making and increasing your personal wisdom through learning. (Action learning) “Street Smarts”
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Developing EI in the Individual
©
Future Leadership Development will focus on a combining Emotional Intelligence – Transformational and Transactional Leadership
McGraw-Hill © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Leadership Development
©