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Leading

Leading. Ch. 10, Leaders and Leadership Managing the Paradox L. Dubin, MGT 121. Leadership, Managing the Paradox. T eams usually need leaders, but their very presence threatens the autonomy of the team Autonomy: Independence, freedom to choose In Leadership: Self-direction.

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Leading

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  1. Leading • Ch. 10, Leaders and LeadershipManaging the Paradox L. Dubin, MGT 121

  2. Leadership, Managing the Paradox • Teams usually need leaders, but their very presence threatens the autonomy of the team • Autonomy: Independence, freedom to choose • In Leadership: Self-direction

  3. Teams and Leaders Defined • Teams: Empowered groups who collaborate in a mutually beneficial fashion to enact positive change. • Leaders: Those who take charge of group efforts. • Shape goals • Coordinate efforts • Motivate members

  4. Leadership Paradox • The presence of a leader does not always guarantee that teams will be effective • Leadership seems to run contrary to teamwork • Traditional type leaders are often ineffective in team based organizations

  5. Leadership vs. Management “Management is doing things right; leadership is doing the right things.” Peter F. Drucker (Educator/Writer) “People don’t want to be managed, they want to be led’’ (Thompson, p. 262)

  6. Leadership and Management • Management: a business or team function • Leadership: a relationship between the leader and the group that energizes the team • Leadership: the ability to influence people to achieve the goals of a team or organization • Leadership: the point of view that the leader adopts • A Leader sees what needs to be done • Understands the forces at work in the organization • Takes action to make things better

  7. Are You a Manager or a Leader? • Managing: Doing things right • Leading: Doing the right things(try not to micro-manage)

  8. Nature vs. Nurture Debate • Are leaders born or self-made? • The Great Person Theory states that leaders are born, not made • The Great Opportunity Theory states that leadership canbe learned as a skill

  9. Great Man (Person) Theory • Intelligence and leadership • Personality and leadership • Birth order and leadership • Gender and leadership(related to how followers react)

  10. Great Opportunity Theory • Seating arrangements • Random selection of leaders… • produces better leaders • leads to better team performance

  11. Leadership Styles Task vs. Person Leadership Transactional vs. Transformational Leadership Active vs. Passive Leadership Autocratic vs. Democratic Leadership ** Free-Rein or Laissez-Faire

  12. 1. Task vs. Person Leadership • Interested in accomplishing team objectives vs. • Focused on the process of getting there

  13. 2. Transactional vs. Transformational • Transactional Leaders: • Use power to reinforce team members • Set up a competitive relationship among team members • Transformational Leaders: • Motivate others to work toward goals beyond self-interest for the good of the team or organization • Rely on charisma, intellectual stimulation and individual consideration to produce change

  14. 3. Active vs. Passive* Leadership • Take part in team activities & are highly visible vs. • Not involved in the day-to-day team activities • *Laissez Faire

  15. 4. Autocratic vs. Democratic • Sole possession of authority, power, & control • Top Down leadership or • Vertical Leadership • Involving team members in leadership • Shared leadership • Shared purpose improves team effectiveness

  16. Free-Rein or Laissez-Faire • Involves setting objectives • Giving employees a significant amount of freedom to do whatever it takes to accomplish those objectives • Workers are allowed to prove themselves based upon goals reached (rather than meeting specific criteria) • Doctors, engineers, lawyers, consultants • Traits needed by managers in such organizations include warmth, friendliness, and understanding

  17. Leadership and Power Power: “ the ability of a person to control the outcomes of another person in a relationship.” (Kelley, H.H. & Thibaut, J., 1978)

  18. Sources of Power • Legitimate Power • Based on a person’s position • Others comply as they believe in his/her legitimacy • Reward Power • Based on a person’s access to rewards • Others comply as they desire rewards

  19. Sources of Power • Coercive Power • Based on a person's ability to punish • Others comply as they fear punishment • Expert Power • Based on personal expertise • Others comply as they believe in his/her knowledge

  20. Sources of Power • Referent Power • Based on a person’s attractiveness to others • Others comply out of respect and likeability All positive? • Michael Jordan • Tiger Woods • Tim Tebow

  21. Path-Goal Theory “It is the leader’s job to assist followers in attaining their goals and to give them the necessary directions and/or support to ensure their goals are compatible with the overall objectives of the group or organization.”

  22. Better Leaders… • Encourage Participative Management • Delegate tasks • Invite others to share in the work • Teach and mentor

  23. …and • Teams composed of talented individuals that are selected for their specific knowledge or skills, need… • Leaders who encourage participation and collaboration • The leader will function better! • Tasks are performed better! • The team works better and goals are achieved!

  24. In Conclusion • A new image of leadership is necessary. Be a leader among equals rather than a leader of followers.

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