Some leadership questions:

1. Some leadership questions: • Who are the most admired leaders (living or deceased) in the world? • What is it about them that makes them the most admired? • Who are the 2 most significant leaders in your life? • What is it about them that makes them the most significant? • How would you categorize what makes them admired/significant?

2. So what?

3. Leadership’s Importance Empirical evidence of the magnitude of the effects on performance is modest. Why? • Similarity across selected individuals • Similar background, experience, qualifications • No unilateral control over resources • Major decisions require approval, review, and modification by others • Many uncontrollable factors • External factors may be overwhelming and uncontrollable

4. Physical Characteristics Intelligence Effective Leaders Supervisory Ability Personality Trait Approach Identifying intellectual, emotional, physical, and other personal traits of effective leaders.

5. Behavioral Approach: UM Studies Leadership Styles Employee-Centered • Focuses on the people doing the work • Uses delegation • Creates a supportive work environment to satisfy needs • Emphasizes individual and group development Job-Centered • Focuses on completing the task • Uses close supervision • Relies on reward, legitimate, and coercive power • Concern for people not a priority

6. Behavioral Approach: OSU Studies Leadership Factors Consideration • Leader emphasizes • Friendship • Mutual trust • Respect • Rapport • Supports open communication and participation Initiating Structure • Leader organizes and defines relationships • Establishes well-defined patterns and channels of communication • Spells out ways of getting the job done • Focuses on goals and results

7. Shortcomings of the Trait and Behavioral Approaches Trait and Behavioral Approaches • Lack applicability across situations • Fail to consider the interaction among: • People • Tasks • Environment Refinements Situational Theories of Leadership

8. The Contingency Leadership Model The performance of groups is dependent on the interaction between leadership style and situational favorableness. SITUATIONAL FAVORABLENESS • Leader-member relations • Degree of trust, respect • Task Structure • Specificity of tasks • Position Power • Power inherent in leader’s position LEADERSHIP STYLE • Least-Preferred Coworker Scale (LPC) • Assesses the degree of positive or negative feelings • Scores on the LPC • Low - Task-oriented • High - Relationship-oriented

9. The Contingency Leadership Model Situational Characteristics Situation I VIII II III IV V VI VII Leader-member relations Good Good Good Good Poor Poor Poor Poor Task structure High High Low Low High High Low Low Position power Strong Weak Strong Weak Strong Weak Strong Weak Preferred leadership style Task-Oriented Task-Oriented Relationship-Oriented Very Favorable Very Unfavorable

10. Subordinate Attitudes • Job satisfaction • Acceptance of the leader • Effort-performance-reward expectations Leadership Styles • Directive • Supportive • Participative • Achievement-oriented Situational Variables • Personal characteristics of followers/subordinates • Environmental pressures and demands Path-Goal Model Focuses on how the leader influences the followers’ perceptions of work goals, self-development goals, and paths to goal attainment. Major Components

11. Path-Goal Model • Follower/Subordinate Characteristics • Locus of Control • Experience • Ability • Leader Behavior/Styles • Directive • Supportive • Participative • Achievement-Oriented • Environmental Factors • Tasks • Formal Authority System • Work Group • Outcomes • Satisfaction • Performance • Followers/Subordinates • Perceptions • Motivation

12. THEN Hersey-Blanchard Situational Leadership Theory (SLT) Emphasis is on the followers and their level of maturity. Decide on a Leadership Style • Telling (S1) • Selling (S2) • Participating (S3) • Delegating (S4) Leaders Must Judge Follower Readiness • Job-related • Knowledge and ability to do the job • Psychological • Self-motivation and willingness or desire to do the job

13. Situational Leadership Model Participating (S3) Selling (S2) (High) Supportive behavior Relationship Behavior Delegating (S4) Telling (S1) (Low) Task Behavior Guidance (High) Follower Readiness R4 R3 R2 R1

14. Leader-Member Exchange Approach Emphasizes differing relationships that leaders develop with different subordinates. Subordinates Classified as: • Out-group members • Those having less in common with the leader and do not share much with him/her • Likely receive • Less challenging assignments • Little positive reinforcement Subordinates Classified as: • In-group members • Those having a common bond and value system and interact with the leader • Likely receive • More challenging assignments • More meaningful rewards

15. Individual, task, environmental, and organizational characteristics Can influence which leadership style to use to affect follower satisfaction or performance Can tend to negate the leader’s ability to affect follower satisfaction or performance. SUBSTITUTES FOR LEADERSHIP SITUATIONAL LEADERSHIP Substitutes for Leadership Task, organizational, or subordinate characteristics that render relationship- and/or task-oriented leadership as not only impossible but unnecessary.

16. Similarities Focus on the dynamics of leadership Have stimulated research on leadership Remain controversial because of: Measurement problems Limited research testing Contradictory results Differences Situational variables discussed in each approach differ somewhat Differing views of outcome criteria Leader effectiveness Satisfaction Performance Acceptance Comparing the Situational Approaches

17. Other leadership concepts? Good To Great, Jim Collins Geeks & Geezers, Warren G. Bennis and Robert J. Thomas ?

18. Jim Collins’ Level 5 Leadership Model Level 5 Level 5 Executive Builds enduring greatness through a paradoxical blend of personal humility and professional will. Level 4 Effective Executive Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards. Level 3 Competent Manager Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. Level 2 Contributing Team Member Contributes individual capabilities to the achievement of group objectives and Works effectively with others in a group setting. Level 1 Highly Capable Individual Makes productive contributions through talent, knowledge, skills, and good work habits.

19. Personal Will Creates superb results, a clear catalyst in the transition from good to great. Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult. Sets the standard of building an enduring great company; will settle for nothing less. Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors, or bad luck. Personal Humility Demonstrates a compelling modesty, shunning public adulation; never boastful. Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate. Channels ambition into the company, not the self; sets up successors for even greater success in the next generation. Looks out the window, not in the mirror, to apportion credit for the success of the company-to other people, external factors, and good luck. The Two Sides of Level 5 Leadership

20. Bennis’ and Thomas’ Leadership Development Model Era Experiences • Leadership competencies • Adaptive capacity • Hardiness • First-class noticer • Learning learning • Proactively seizing opportunities • Creativity • Engaging others by creating • shared meaning • Encourage dissent • Empathy • Obsessive communication • Voice • Purpose • Self-awareness, self-confidence • EQ • Integrity • Ambition • Competence • Moral compass Organization of Meaning Individual factors Crucible

21. So what?