and the ability to communicate it in a compelling way .
A leader sees a future, sets goals, and
communicates a shared vision.
Difference Leader and Manager Want Result Want achievement Takes Credit Gives Credit Focus on Stability, comfort Focus on Change Reactive Proactive Formal Authority Personal Charisma Managing work Leading People Have subordinates Have followers Manager Leader
Both IQ and EQ
WHAT LEADERS DON’T HAVE -Have an insensitive, abrasive, or bullying style -Be aloof or arrogant -Betray personal trust -Have self-centered ambition -Fail to constructively face obvious problems -Micro-manage -Select poor subordinates -Think short-term
DEVELOPING TEAM LEADERSHIP SKILLS
-Involves being highly participatory in moving teams toward desired goals
-Keep people mission driven
-Establish a sense of urgency
-Set high performance standards
-Encourage honest criticism
-Use team symbols
SOME LEADERSHIP THEORY -The Normative Decision Model -The Situational Leadership Theory -The Contingency Model -The Path Goal Theory
THE NORMATIVE DECISION MODEL How various leader, follower and situational factors affect the degree of subordinate participation in DM -Levels of Participation -Decision Quality and Acceptance
LEVELS OF PARTICIPATION Autocratic: I - leader makes decision using information available at the time II - leader obtains information from followers then makes decision by self - input is provided purely in response to leader’s request for info.
LEVELS OF PARTICIPATION Consultative: I - Leader shares problem with followers individually - gets their ideas and suggests without bringing group together. Leader then makes decision II - Leader shares problem with the group then makes the decision
DECISION QUALITY AND ACCEPTANCE Quality - would the decision show up on the balance sheet? - High Q Acceptance - will followers accept the decision as their own and not merely comply?
THE SITUATIONAL LEADERSHIP THEORY Leaders Behaviours: Task Behaviours - extent to which leader spells out the responsibilities of the ind or group Relationship Behaviours - how much leader engages in two-way com - listening, encouraging, facilitating, clarifying, giving socio-emotional support
THE SITUATIONAL LEADERSHIP THEORY -Maturity of the Follower: -Job maturity - task-relevant knowledge; KSA’s -Psychological maturity - self confidence; commitment; motivation relative to the task