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Slide 1: Leadership

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Slide 3: Leadership • Leadership The process of influencing a group towards the achievement of goals. • Leader Someone who can influence others and who has managerial authority.

Slide 4: Six Traits Associated With Leadership • Drive. Leaders exhibit a high effort level. They have a relatively high desire for achievement, they are ambitious, they have a lot of energy, and they show initiative. • Desired to Lead. Leaders have a strong desire to influence and lead others. They demonstrate the willingness to take responsibility.

Slide 5: Six Traits Associated With Leadership • Honesty and Integrity. Leaders build trusting relationship between themselves and followers by being truthful and by showing high consistency between word and deed. • Self-Confidence. Followers look a leaders for an absence of self doubt. Leaders, therefore, need to show self confidence in order to convince followers of their rightness of goals and decisions.

Slide 6: Six Traits Associated With Leadership • Intelligence. Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions. • Job-Relevant-Knowledge. Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In depth knowledge allows leaders to make well- informed decisions and to understand the implications of those decisions.

Slide 7: Leadership Styles • Autocratic Style – A leader who tended to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation. • Democratic Style – A leader who tended to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees.

Slide 8: Leadership Styles • Laissez-faire Style – A leader who generally gave the group complete freedom to make decisions and complete the work in whatever way it saw fit.

Slide 9: Behavioral Dimension • Initiating Structure – The extent to which a leader was likely to define and structure his or her role and the roles of group members in the search for goal attainment. • Consideration – The extent to which a leader had job relationships characterized by mutual trust and respect for group members’ ideas and feelings. • High-High Leader – A leader high in both initiating structure and consideration behaviors.

Slide 10: Contingency Theories of Leadership • The Fiedler Model – A leadership theory that proposed that effective group performance depended on the proper match between a leader’s style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence. • Situational Leadership Theory – A leadership contingency theory that focuses on follower’s readiness.

Slide 11: The Fiedler Model • The key situational factors for determining leader effectiveness: – Leader member relations: one of Fiedler’s situational contingencies that described the degree of confidence, trust, and respect employees had for their leader. – Task Structure: one of Fiedler’s situational contingencies that described the degree to which job assignment were formalized and procedures.

Slide 12: The Fiedler Model – Position Power: One of Fiedler’s situational contingencies that described the degree of influence a leader had over power-based activities such as hiring, firing, discipline, promotions, and salary increase.

Slide 13: Situational Leadership Theory • The key situational factors for determining leader effectiveness: – Telling (high task – low relationship): The leader defines roles and tells people what, how, when, and where to do various tasks. – Selling (high task – high relationship): The leader provides both directive and supportive behavior.

Slide 14: Situational Leadership Theory • The key situational factors for determining leader effectiveness: – Participating (low task – high relationship): The leader and follower share in decision making; the main role of the leader is facilitating and communicating. – Delegating (low task – low relationship): The leader provides little direction or support.