Basic Characteristics of People and Organizations

1
Leadership
2
Leadership

• Definitions overview
• Power
• Trait approaches
• Contingency
• Transformational and transactional leadership
• Dysfunctional leadership

3
Leadership Definitions Overview

• Ability to influence a group toward the
  achievement of goals
• Requires a leader and follower(s)
• Different from management??
• Leadership doing the right things
• Management doing things right
• Successful vs. effective managers

4
Power

• Power is the underlying ability, used or not,
  that a person has to influence the thoughts or
  actions of another person.
• Social influence

5
The Limits of Power

• Is power unlimited?
• Does power transfer from one setting to another?
• The entrepreneurial transition
• What about the Zone of Indifference?
• Should power be unlimited?
• Power corrupts
• Ethical implications of control over others

6
The Zone of Indifference
? Bring sandwiches to boss for lunch No Type
school papers for bosss kids No Fudge bosss
expense accounts
7
Sources of Power
More on Charisma
Associative
Expert
Coercive
Informational
Referent
Reward
Legitimate
Charismatic
8
Bases of Power
9
Responses to the Use of Power
10
Trait Approaches

• A 1991 study shows strong evidence for these
  traits
• Drive achievement, ambition, energy, tenacity,
  and initiative
• Leadership motivation personalized vs.
  socialized
• Honesty and integrity truthful, ethical,
  principled
• Self-Confidence including emotional stability
• Cognitive ability
• Knowledge of the business
• Weaker support was found for
• Charisma
• Creativity and originality
• Flexibility

11
The Need for Power

• Personalized
• Desire for power for its own sake
• Power to fulfill personal needs
• Socialized
• Desire for power to accomplish goals
• Power to fulfill needs of others (and self, too)

12
Ohio State Model

• Concern for people
• Concern for the job (task, production)
• Are they mutually exclusive?

13
The Managerial Grid
14
Situational Leadership

• Blanchard Hersey
• Different people have different needs
• One-style-fits-all leadership doesnt work

15
Leadership Styles
16
Development Levels
17
Leadership Styles

• Style 1 Directing
• The leader provides specific instructions and
  closely supervises task accomplishment
• Style 2 Coaching
• The leader continues to direct and closely
  supervise task accomplishment, but also explains
  decisions, solicits suggestions, and supports
  progress

• Style 3 Supporting
• The leader facilitates and supports subordinates
  efforts toward task accomplishment and shares
  responsibility for decision making with them
• Style 4 Delegating
• The leader turns over responsibility for decision
  making and problem solving to subordinates

18
Transformational and Transactional Leadership

• Transactional leadership..
• Clarify task and role requirements
• Provide structure and rewards
• Meet subordinates social needs
• Transformational leadership.
• Broadens and elevates subordinates interests
• Promotes awareness and acceptance of a shared
  vision
• Moves employees to pursue the best interests of
  the organization

19
Becoming a Transformational Leader The Four Is

• Idealized Influence
• Serving as a role model
• Inspirational Motivation
• Encouraging subordinates to challenge processes
  and impart meaning to work
• Intellectual Stimulation
• Fostering subordinates sense of creativity and
  innovation
• Individual Consideration
• Attending and responding to individual needs

20
Another Approach

• Focusing attention on specific issues of concern,
  concentrating on analysis, problem solving, and
  action.
• Communicating with empathy and sensitivity.
• Demonstrating consistency and trustworthiness by
  one's behavior, being honest, sticking with a
  decision, and following through on decisions.
• Expressing active concern for people including
  one's self, thus modeling self-regard, and
  reinforcing feelings of self-worth in others.

21
Charismatic Power
Back to Power

• Self-confidence
• Vision
• Ability to articulate the vision
• Strong convictions about the vision
• Behavior that is out of the ordinary
• Change agent
• Environmental sensitivity

22
Fatal Flaws of Leaders Who Derail

• Insensitive to others
• Aloof and arrogant
• Betrayal of trust
• Overly ambitious
• Over-managing
• Unable to think strategically
• Unable to adapt to situations
• Overly dependent on an advocate or mentor