Unit 2 - Leadership

1. Unit 2 - Leadership Personality, Attitude & Perception

2. Personality – how does it develop? • All the qualities or characteristics which make a person a distinctive individual. • Factors that influence our personality: • Heredity/Genetics • Traits that are transmitted from parent to child through genetics • Culture and/or Religion • Establishes the way a group of people should interact • Teaches values

3. Personality – how does it develop? • Family • Role models of how to interact with people • Development of a sense of humour or other traits • Environment • Exposure to social relationships/groups • Traits of home environment

4. Attitude & Perception • Attitude • Posture or position of an individual • Perception • The process through which people receive, organize and interpret information from their environment • The way we form impressions • Influenced by values, culture and circumstances

5. Quotes & Stories – Attitude & Perception

6. Perception: Is the circle moving?

7. Perception: Are the lines of the square really bent?

8. Perception: Is the dot on the back of the cube of the front?

9. Perception: What do you see here?

10. Perception: The impossible fork?

11. Perception: Do the grey dots exist?

12. Can you find the hidden figures of Romeo and Juliet in this drawing of a forest sprite?

13. This design will generate apparent motion even though it isn’t moving at all!

14. Power and Influence • Power • The ability to get someone else to do something you want done • To make things happen the way you want • Essential to executive success • Desire to influence and control others for the good of the organization NOT desire to control for personal satisfaction • Positive face of power is the foundation for effective leadership.

15. Turning Power into Influence To succeed you must acquire all types of power and appropriately use them to achieve goals and pursue a shared vision. Different outcomes are associated with the use of various power bases Reliance on rewards, legitimacy and coercion results in temporary compliance Reliance on expert and referent power is the most enduring influence and creates commitment.

16. Turning Power into Influence • A position of power alone is often insufficient • Personal power is often the difference between leadership success and mediocrity • Ability to influence, keep four points in mind. • There is no substitute for expertise • Likeable personal qualities are very important • Effort and hard work breed respect • Personal behaviour must support expressed values.

17. Turning Power into Influence • Centrality is important – • need a broad network of contacts, avoid becoming isolated, need information flow. • Criticality is important – • must take care of dependents by doing things that add value to work settings. • Visibility is important – • helps to become known as influential in the organization, take part in presentations, task forces and pursue special assignments displaying leadership talents and capabilities

18. Limits to power • A leader’s directives will be followed and true influence achieved IF: • Others truly understand the directive • Others must feel capable to carry out directive • Others must believe directive is in organization’s best interest • Consistent with personal values

19. Power of POSITION Based on things managers can offer to others Sources of power theoretically held by all managers.

20. Power of Position: Reward Power Is the ability to influence through rewards Capability to offer something of value as a means of influencing behaviour Rewards can include: pay raises, bonuses, promotions, special assignments, and compliments “If you do what I ask, I’ll give you a reward.”

21. Power of Position: Coercive Power Ability to influence through punishment Capacity to punish or withhold positive outcomes as a means of influencing behaviour Can include: verbal reprimands, pay penalties or termination “If you don’t do what I want, I’ll punish you.”

22. Power of Position: Legitimate Power Ability to influence through authority Capacity to exercise control over subordinates by virtue of one’s position or status “I am the boss and therefore you are supposed to do as I ask.”

23. Power of the PERSON Based on the ways managers are viewed by others Comes from unique personal qualities Invaluable to truly successful managers

24. Power of the Person: Expert Power Is the ability to influence through special expertise Capacity to influence comes from one’s knowledge, understanding and skills Developed by acquiring relevant skills or competencies Maintained by protecting credibility and not overstepping boundaries “You should do what I want because of my special expertise or information.”

25. Power of the Person: Referent Power Ability to influence through identification People admire you and want to identify positively with you Derived from charisma or interpersonal attractiveness Developed and maintained through good interpersonal relations that encourage the admiration and respect of others. “You should do what I want in order to maintain a positive self-defined relationship with me.”

26. Power of the Person: Relational Power Ability to influence through the way they work in groups and foster a team atmosphere

27. WORK • Complete (pairs) Unacceptable Behaviours handout • TEXT: • P. 300 MC #2, 3 • P. 301 #17, 18