This document discusses various perspectives and theories of leadership including: leadership vs leader, shared leadership, power, leader emergence, trait theory, situational leadership, functional leadership, contingency theory, transformational leadership, characteristics of effective leaders, French and Raven's bases of social power, and approaches to leading discussions. It also addresses building leadership skills and the importance of differentiating between verbs and nouns when discussing leadership.

2.  Leadership vs. Leader
 Shared Leadership
 Power
 Leader Emergence
Method of Residues

 Perspectives on Leadership
 Trait
 Style
 Situational
▪ Telling Approach * Selling Approach * Participating Approach * Delegating Approach
 Functional
 Contingency
 As a Medium
 Transformational
+ Self-Centered Role Activity
 Characteristics of Effective Leaders
 Leading Discussions
 Building Leadership Skills

3. Again we find the extreme importance of differentiating between the verb and the noun.

4. To the White Board!
 French and Raven’s Bases of Social Power
 Reward Power
 Coercive Power
 Legitimate power
 Referent Power [BIRGing and CORFing]
 Expert power
 Information Power

5. Method of Residues
Phase 1
Meeting 1 Candidates
Meeting 2 Candidates
Phase 2
Enter Conflict Scenario
I, II, III, or IV

6. Political positioning, network status, power, and
perceived characteristics all determine your
likelihood to be thought of as a potential leader.
As we just discussed, presentations of self that
are omitted are just as important as what is
demonstrated.

7.  Trait
 Style
 Situational
 Functional
 Contingency
 As a medium
 Transformational

13. Leaders have more:
Achievement Orientation
Adaptability
Energy Level
Responsibility Taking
Self-Confidence
Ascendency
IQ
Greater Verbal facility
(They are more)
Knowledge
Flexible
Sociable
Persistent
Innovative

14. Autocratic vs. Democratic
Very situational
Task Bonus Social Bonus

16.  Telling Approach
 Selling Approach
 Participating Approach
 Delegating Approach

17. 1. Understand the problem
2. Understand what constitutes an acceptable
resolution to the problem
3. Seek and develop a set of acceptable
alternatives for managing the problem
4. Assess the strengths of each
5. Assess the weaknesses of each

19. Crushing Complexity

20. Idealized leadership
Inspirational motivation
Intellectual stimulation
Individualized Consideration
The Leader is Hungry for the 4 I’s

22. Post a photograph on the Facebook group
that, combined wit your creative caption,
demonstrates a concept from the chapter.
To receive full points make your post
interesting enough to earn two comments.

23. They
 Are Informed
 Provide Direction
 Communicate Effectively
 Adapt
 Are Considerate
 Facilitate Participation
 Manage Complexity

24.  Limit topic #
 Guide a series of open-ended questions
 Herd the topic
 Regulate participation
 Reward cooperation and participation

25. Tallest tower from the base wins. 15 mins.

26.  Prepare
 Structure and Guide
 Encourage creativity
 Manage Conflict
 Promote Cohesiveness
Nothing new, no secrets.
Just practice the wisdom your parents and grandparents passed
on and you will be ready to lead a group to greatness.