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LEADERSHIP

This text dives into the importance of leadership, exploring the traits, qualities, and theories related to effective leadership. From trait and behavioral theories to transformational, transactional, and servant leadership, this text provides insight into what makes a good leader.

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LEADERSHIP

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  1. LEADERSHIP HED 362 – L. Good

  2. Why do we need leadership? “You don’t need leadership to eat a warm cookie. The only reason for leadership is to convince people to do things that are either dangerous or stupid. Generally speaking, wherever there is leadership, there’s lots of hollering and a few warm cookies. Let’s enjoy the lack of leadership while we have it.” Scott AdamsDon’t Step in the Leadership HED 362 – L. Good

  3. Leaders • Think of the most effective leader you have known • Traits • Situation • Think of the most ineffective leader you have known • Traits • Situation HED 362 – L. Good

  4. LEADERSHIP - Theories • Trait Theories • 1920’s – 1950’s • Personal characteristics • Intelligence, dominance, alertness • Leaders born not made • No cause and effect between leadership and traits HED 362 – L. Good

  5. LEADERSHIP - Qualities • Honesty • Single most important ingredient is integrity • Measured by observing behavior • Forward Looking (Vision) • Sense of direction • Concern for future HED 362 – L. Good

  6. LEADERSHIP - Qualities • Inspiring • Enthusiastic, energetic, positive • Cheerleader • Competent • Capable and effective to lead toward goals • Not a specialist in all areas – but takes time to learn • “Value-added” competence HED 362 – L. Good

  7. LEADERSHIP - Qualities • Fair-minded • Supportive • Broad-minded • Intelligent HED 362 – L. Good

  8. LEADERSHIP - Theories • Behavioral Theories • Late 1940’s - 1950’s • Behavior vs. traits • U of M studies • Production centered • Employee centered • PC less effective actual performance HED 362 – L. Good

  9. LEADERSHIP - Theories • Ohio State studies • Initiating structure • Well defined job guidelines, channels of communication • Consideration • Emphasizes trust, respect, rapport, participatory decision making HED 362 – L. Good

  10. LEADERSHIP - Theories • Ohio State studies – findings • Higher Initiating Structure yielded high proficiency ratings but more employee grievances • Higher Consideration yielded lower proficiency but lower absences HED 362 – L. Good

  11. LEADERSHIP - Theories • Contingency/Situational Theories • Attention to the situation in which leaders function • Trait and behavioral theories were inadequate HED 362 – L. Good

  12. LEADERSHIP - Theories • Fiedler’s Contingency Model • Group Performance contingent upon • Motivational system of leader • Task vs relationship • Degree to which leader has power and influence in a situation HED 362 – L. Good

  13. LEADERSHIP - Theories • 3 situational factors • Leader-member relationship • Trust, confidence, respect for leader • Task structure • Clarity of specific job • Position power • Inherent in leadership position HED 362 – L. Good

  14. Case • Individual has 8 subordinates who like him. He structures the job by making work assignments and by setting goals for required outputs. He is also responsible for reviewing the work of subordinates and is the main spokesperson for and evaluator of the employees at merit review time. HED 362 – L. Good

  15. Case • Is leader member relationship good or poor? • Good • Is task-structure high or low? • High • Is position power strong or weak? • Strong HED 362 – L. Good

  16. LEADERSHIP - Types • Transformational leaders – Bezos, Gates • Seek higher level needs- self-actualization • Internal rewards – big risks/big changes • Vision- motivation for followers • Charisma • Inspirational motivation – work for larger good of organization HED 362 – L. Good

  17. LEADERSHIP - Types • Transactional leaders –Clinton • Exchange process – rewards/benefits for motivation/productivity • Contingent reward system- carrot/stick • Smaller changes, lower risks • MBO • Autocratic • Correct by negative feedback/discipline HED 362 – L. Good

  18. Self-actualization Transformational Leadership helps you aim here Aesthetic Knowledge/understanding Self-esteem Love/Belonging Transactional Mgt. gives these Safety Basic Needs HED 362 – L. Good

  19. Primary Differences between Transformational & Transactional Leadership HED 362 – L. Good

  20. LEADERSHIP - Types • Servant Leaders (many unknown leaders) • Leaders serve followers • Listens well – concerned with all • Do not necessarily strive to be leaders HED 362 – L. Good

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