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Defining Leadership: Traits, Situations, and Emerging Styles

This text explores the definition of leadership, the relationship between leading and managing, trait and situational approaches to leadership, using different leadership theories, alternatives to leader flexibility, and emerging leadership styles and issues of today.

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Defining Leadership: Traits, Situations, and Emerging Styles

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  1. Objectives 1. A working definition of leadership 2. An understanding of the relationship between leading and managing 3. An appreciation for the trait and situational approaches to leadership 4. Insights into using leadership theories that emphasize decision-making situations 5. Insights into using leadership theories that emphasize more general organizational situations 6. An understanding of alternatives to leader flexibility 7. An appreciation of emerging leadership styles and leadership issues of today

  2. Defining Leadership • Leader Versus Manager Managing Broader in scope Focuses on non-behavioral issues Leading Emphasizes behavioral issues

  3. Defining Leadership

  4. The Trait Approach to Leadership Successful leaders tend to possess: 1. Intelligence, including judgment and verbal ability 2. Past achievement in scholarship and athletics 3. Emotional maturity and stability 4. Dependability, persistence, and a drive for continuing achievement 5. The skill to participate socially and adapt to various groups 6. A desire for status and socioeconomic position

  5. The Situational Approach to Leadership: A Focus on Leader Behavior • Leadership Situations and Decisions • The Tannenbaum and Schmidt Leadership Continuum The manager: 1. Makes the decision and announces it 2. “Sells” the decision 3. Presents ideas and invites questions 4. Presents a tentative decision that is subject to change 5. Presents the problem, gets suggestions, and then makes the decision 6. Defines the limits and asks the group to make a decision 7. Permits the group to make decisions within prescribed limits

  6. The Situational Approach to Leadership: A Focus on Leader Behavior • Leadership Situations and Decisions (continued) • Determining How to Make Decisions as a Leader 1. Forces in the Manager • Manager’s values • Level of confidence in subordinates • Personal leadership strengths • Tolerance for ambiguity

  7. The Situational Approach to Leadership: A Focus on Leader Behavior • Leadership Situations and Decisions (continued) • Determining How to Make Decisions as a Leader (continued) 2. Forces in Subordinates • They have a relatively high need for independence • They have a readiness to assume responsibility for decision making • They have a relatively high tolerance for ambiguity • They are interested in the problem and believe it is important to solve it • They understand and identify with the organization’s goals • They have necessary knowledge and experience to deal with problem • They have learned to expect to share in decision making

  8. The Situational Approach to Leadership: A Focus on Leader Behavior • Leadership Situations and Decisions (continued) • Determining How to Make Decisions as a Leader (continued) 3. Forces in the Situation • Type of organization in which the leader works • Effectiveness of a group • Problem to be solved • Time available to make a decision

  9. The Situational Approach to Leadership: A Focus on Leader Behavior • Leadership Situations and Decisions (continued) • Determining How to Make Decisions as a Leader: An Update • The Vroom-Yetton-Jago Model 1. Organizational decisions should be of high quality 2. Subordinates should accept and be committed decisions • Decision Styles • Using the Model

  10. The Situational Approach to Leadership: A Focus on Leader Behavior

  11. The Situational Approach to Leadership: A Focus on Leader Behavior

  12. The Situational Approach to Leadership: A Focus on Leader Behavior • Leadership Behaviors (continued) • Fiedler’s Contingency Theory • Changing the Organization to Fit the Leader • Leader–member relations • Task structure • Position power Actions to modify the leadership situation: 1. Change the individual’s task assignment 2. Change the leader’s position power 3. Change the leader–member relations in this group

  13. Leadership Today

  14. Leadership Today

  15. Leadership Today • Servant Leadership Servant leaders are . . . . . . good listeners . . . persuasive . . . aware of their surroundings . . . empathetic . . . stewards • Entrepreneurial Leadership Leader is self-employed

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