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Objectives
1. A working definition of leadership 2. An understanding of the relationship between leading and managing 3. An appreciation for the trait and situational approaches to leadership 4. Insights into using leadership theories that emphasize decisionmaking situations 5. Insights into using leadership theories that emphasize more general organizational situations 6. An understanding of alternatives to leader flexibility 7. An appreciation of emerging leadership styles and leadership issues of today
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Defining Leadership
Leader

Versus Manager

Managing
Broader in scope Focuses on nonbehavioral issues

Leading
Emphasizes behavioral issues

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Defining Leadership

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The Trait Approach to Leadership

Successful leaders tend to possess:
1. Intelligence, including judgment and verbal ability 2. Past achievement in scholarship and athletics 3. Emotional maturity and stability 4. Dependability, persistence, and a drive for continuing achievement 5. The skill to participate socially and adapt to various groups

6. A desire for status and socioeconomic position

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership
The

Situations and Decisions

Tannenbaum and Schmidt Leadership Continuum

The manager:
1. Makes the decision and announces it

2. Sells the decision

3. Presents ideas and invites questions 4. Presents a tentative decision that is subject to change

5. Presents the problem, gets suggestions, and then makes the decision
6. Defines the limits and asks the group to make a decision 7. Permits the group to make decisions within prescribed limits

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The Situational Approach to Leadership: A Focus on Leader Behavior

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership

Situations and Decisions (continued)

How to Make Decisions as a Leader

Determining

1. Forces in the Manager

Managers values

Level of confidence in subordinates

Personal leadership strengths Tolerance for ambiguity

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership

Situations and Decisions (continued)

How to Make Decisions as a Leader (continued)

Determining

2. Forces in Subordinates

They have a relatively high need for independence

They have a readiness to assume responsibility for decision making

They have a relatively high tolerance for ambiguity They are interested in the problem and believe it is important to solve it

They understand and identify with the organizations goals.

They have necessary knowledge and experience to deal with problem They have learned to expect to share in decision making

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership

Situations and Decisions (continued)

How to Make Decisions as a Leader (continued)

Determining

3. Forces in the Situation

Type of organization in which the leader works

Effectiveness of a group
Problem to be solved Time available to make a decision

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership

Situations and Decisions (continued)

How to Make Decisions as a Leader: An Update

Determining The

Vroom-Yetton-Jago Model

1. Organizational decisions should be of high quality

2. Subordinates should accept and be committed decisions

Decision Styles Using the Model

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The Situational Approach to Leadership: A Focus on Leader Behavior

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The Situational Approach to Leadership: A Focus on Leader Behavior

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership
The

Behaviors

OSU Studies
Structure behavior Consideration behavior

Leadership Style

The

Michigan Studies

Job-Centered Behavior Employee-Centered Behavior

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The Situational Approach to Leadership: A Focus on Leader Behavior

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership

Behaviors (continued)
of Various Leadership Styles

Effectiveness

Comparing Styles

The

HerseyBlanchard Life Cycle Theory of Leadership

Maturity
The Life Cycle Model Exceptions to the Model Applying Life Cycle Theory

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The Situational Approach to Leadership: A Focus on Leader Behavior

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership
Fiedlers

Behaviors (continued)

Contingency Theory

Changing the Organization to Fit the Leader

Leadermember relations

Task structure
Position power

Actions to modify the leadership situation:

1. Change the individuals task assignment
2. Change the leaders position power 3. Change the leadermember relations in this group

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The Situational Approach to Leadership: A Focus on Leader Behavior

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The Situational Approach to Leadership: A Focus on Leader Behavior

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The Situational Approach to Leadership: A Focus on Leader Behavior

Leadership
The

Behaviors (continued)

PathGoal Theory of Leadership

Leadership Behavior
1. Directive behavior

2. Supportive behavior
3. Participative behavior 4. Achievement behavior

Adapting Behavior to Situations

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Leadership Today

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Leadership Today
Transformational
The

Leadership

Tasks of Transformational Leaders

Coaching
Coaching

Behavior

Listens closely Gives emotional support Shows by example what constitutes appropriate behavior
Superleadership

Leading by showing others how to lead themselves

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Leadership Today

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Leadership Today
Servant

Leadership

Servant leaders are . . .

. . . good listeners. . . . persuasive.

. . . aware of their surroundings.

. . . empathetic. . . . stewards.
Entrepreneurial

Leadership

Leader is self-employed

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Leadership Today

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Questions
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