Leadership Style

1. Leadership Style Objective To asses present leadership attributes, attitudes, and effectiveness

2. Leadership • What does leadership mean to you? • Using influence in an organizational setting or situation, producing effects that are meaningful and have a direct impact on accomplishing challenging goals. • Enthusiastically and Competently • A behavioral process

3. Leaders & Managers • Leadership is a part of management but not all of it… Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it toward goals. Management activities such as planning, organizing, and decision making are dormant cocoons until the leader triggers the power of motivation in people and guides them toward goals (Davis, 1967).

4. Trait Theory • An attempt to identify specific characteristics (physical, mental, personality) associated with leadership success. The theory relies on research that relates various traits to certain success criteria. • LEADERS ARE BORN • What about situations?

5. Traits Associated with Leadership Effectiveness Intelligence Personality Abilities Judgment Adaptability Ability to enlist cooperation Decisiveness Alertness Cooperativeness Knowledge Creativity Fluency of speech Personal integrity Sociability Emotional balance Tact, diplomacy and Control Popularity & prestige Independence Self-confidence Social participation

6. Behavioral Approaches • In the late 1940s, researchers began to explore the notion that how a person acts determines that person’s leadership effectiveness. Instead of searching for traits, these researchers examined leader behaviors and their impact on the performance and satisfaction of followers.

7. Why Trait and Behavior Approaches Fall Short Trait approaches consider personal characteristics of the leader that may be important in achieving success in a leadership role. A shortcoming of both of these approaches is that they fail to take into account the interaction between people, tasks, and environment. Behavioral approaches attempt to specify which kinds of leader behaviors are necessary for effective leadership.

8. Situational Leadership • An approach to leadership advocating the leaders understand their own behavior, the behavior of their subordinates, and the situation before utilizing a particular leadership style. • This approach requires diagnostic skills in human behavior on the part of the leader.

9. Fiedler’s Contingency Modelof Leadership Effectiveness • Description of the Model • Leadership effectiveness is contingent upon the fit between the leaders style and the situational favorableness. • Leaders can have high employee or task orientations • Leadership style is measured by the Least-Preferred Coworker Scale (LPC). • Situation favorableness determined by 1) leader-member relations 2) task structure 3) position power • Exhibit 10.4 Chella book

10. Hersey-Blanchard Situational Leadership Model • Description of the Model • A situational leadership theory that emphasizes followers and their level of maturity. The leader must properly judge or intuitively know followers’ maturity level and then use a leadership style that fits the level. • The Four Leadership Styles: • Telling - the leader defines the roles needed to do the job and tells followers what, where, how, and when to do the tasks.

11. Hersey-Blanchard Situational Leadership Model • Description of the Model • The four leadership styles (continued) • Selling - the leader provides followers with structured instructions, but is also supportive. • Participating - the leader and followers share in decisions about how best to complete a high-quality job. • Delegating - the leader provides little specific, close direction or personal support to followers.

12. Hersey-Blanchard Situational Leadership Model • Description of the Model • Level of subordinate • DI – high enthusiasm but low knowledge • DII – low enthusiasm and low knowledge • DIII – knowledge and enthusiasm improving • DIV – high knowledge and high enthusiasm • You must match your leadership style with their level to succeed as a coach/manager and move them up the ladder

13. Transformational Leadership • Transformational leadership • Influencing major changes • Discontent with the status quo • Builds commitment • Creates new vision & empowers members • Weese’s 5 “C” Model • Credible character • Compelling vision • Charismatic communicator • Contagious enthusiasm • Culture builder

14. Transformational Leadership • Composed of • Charismatic leadership • Intellectual stimulation • Individualized consideration

15. Exhibit 12.5: Stages of Charismatic Leadership Stage One - Detecting unexploited opportunities and deficiencies in the present situation - Sensitivity to constituents’ needs - Formulating an idealized strategic vision Stage Two - Communicating the vision - Articulating the status quo as unacceptable and the vision as the most attractive alternative - Articulating motivation to lead followers Stage Three - Building trust through technical expertise, personal risk-taking, self- sacrifice, and unconventional behavior Stage Four - Demonstrating the means to achieve the vision through role modeling, empowerment, & unconventional tactics