Perspectives on Efficient Leadership

1. Perspectives on Efficient Leadership An Evolving View Chapter 5 Pages 171-184 Brandon Cruz Elizabeth Honeywell Dale Lendrum Jennifer Niccoli Erick Puente

2. Traits Perspective: The Born Leader • “Heroic Model” of leadership • Leaders are born, not made • Leadership is a person, not a process

3. Traits • Traits- relatively enduring characteristics of an individual that highlight differences between people and that are displayed in most situations. • Physical traits • Personality traits • Can you name a few?

4. Physical Traits • Height • Weight • Physique • Hygiene • Attractiveness

5. Personality Traits • Sociable • Outgoing • Intelligence • Confidence • Trustworthiness • Integrity

6. Traits must be cohesive + = Ineffective Leader

7. + = Highly Effective Leader

8. What makes a good leader? • Effective leaders – Fielder & House (1988) • No universal traits – Stogdill(1948, 1974) • Gallup Organization study

9. As it turns out… • Leadership resides in transactions between followers and leaders. • Traits are important, but leaders are developed.

10. Styles Perspective

11. Laissez-faire style • AKA “The Do Nothing Approach”; a non- leadership style, group leaders avoid decision making and taking action

12. Democratic style • A leadership style which encourages group participation, and seeks a balance between task and social dimensions of the group i.e. Voting for the president

13. Autocratic Style • AKA “My word is the law”; a highly directive style of leadership that exerts control over group members i.e. Vladimir Putin (Forbes List #3 most powerful man in the world)

14. Situational (Contingency) Perspective • Matching styles with circumstances • “It Depends” approach • Leaders with strong confidence perform at high levels

15. Hersey and Blanchard Model of Effective Leadership • Three variables of the Situational Model • Guidance & Direction • Relationship support provided by leader • Readiness level

16. Leadership Styles • Telling Style– high task, low relationship • Selling style– high task, high relationship • Participating style– low task, high relationship • Delegating style– low task, low relationship

17. Readiness- the extent to which a follower demonstrates the ability and willingness to accomplish a specific task. • Ability: the knowledge, experience and skill that an individual or group brings to a particular task or activity. • Willingness: the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task.

18. Functional Perspective Performing the functions and responsibilities leads to success.

19. Group Procedural Responsibilities • Plan an agenda • Handle routine “housekeeping” details • Prepare for next meeting

20. Task Responsibilities • Initiate a solid structure • Seek information • Give information • Offer informed opinions • Clarify, summarize and elaborate

21. Social Responsibilities • Facilitate involvement and communication • Harmonize – establish a supportive climate (confronting disruptive members) • Express feelings– when appropriate and promotes a supportive environment

22. Leadership - certain functions or responsibilities that must be performed for the group to be successful • Task and Maintenance- functions essential to a group • Leader as Completer - leaders performing essential functions within a group that other members have failed to perform • Vital Functions- leaders performing key responsibilities different in kind and/or degree from other members

23. Servant Leadership Perspective • Albert Dunlap – ethical leader or cold blooded businessman?

24. Principles of Ethical Leadership Q:A leader who focuses on the needs of the followers and helps them to become more knowledgeable, more free, autonomous, and more like servants themselves is a…?

25. Servant Leadership • 5 elements of communication ethics: • Scrupulously honest • Respectful and fair toward others • Provides choices when possible • Responsible for helping group achieve goals in ethically acceptable ways • A servant leader must be a moral leader

26. Culture & Leadership Are leadership theories universal? • “American in character” • Prevailing theories/98% of empirical evidence suggest so • Leadership behaviors • Can they be universally applied across cultures? Why or why not? • Some universally accepted, some culturally specific • In what cultures might “American in Character” leadership theories be inappropriate?

27. GLOBE Research Project Revealed • Collaborative Group • 170 scholars worldwide • 62 cultures studied • 17,300 individuals studied • 951 organizations • The amount of status accorded leaders vary widely among cultures. • A number of countries idealize strong leaders • Others, such as Scandinavian countries are skeptical for fear of abuse of power.

28. GLOBE Research Project Revealed • Effective Leaders adapt to changing situations • Leadership and communication competence are inextricably bound • Some Universals Exist • Trustworthy and honest • Planning ahead/Foresight • Positive and encouraging • Motivating and dynamic • Informed and Communicative

29. Before we adjourn… • Q: Do Hitler, Stalin and Charles Manson qualify as servant leaders?