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LEADERSHIP

LEADERSHIP. OBJECTIVES. Understand the complexity of defining leadership Understand the difference between management and leadership Introduce leadership theory, past & present. Definitions of Leadership (Huges, Ginnett, Curphy, 1999).

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LEADERSHIP

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  1. LEADERSHIP

  2. OBJECTIVES • Understand the complexity of defining leadership • Understand the difference between management and leadership • Introduce leadership theory, past & present

  3. Definitions of Leadership(Huges, Ginnett, Curphy, 1999) • The process by which an agent induces a subordinate to behave in a desired manner. • An interpersonal relationship where others comply because they want to not because they have to. • Actions that focus resources to create desirable opportunities. • The leader's job is to create conditions where the team can be effective. • The process of influencing an organized group toward accomplishing its goals.

  4. Definitions of Leadership • Include relationships with followers • Recognize need to influence • Generally include some desired outcome • For example, goals • But whose goals should we consider?

  5. Management vs. Leadership

  6. History of Leadership Theory • Trait Theory (1920s) • Looked for common traits of leaders (ambition, honesty, self-confidence) • Could not find any • Style Theory (1940s) • Looking for style (behavior) with most potential • Found to depend on situation • Contingency Theory • Leadership depends on situation • Competency Theory • Leadership requires a set of skills and abilities

  7. Leadership Styles (Goleman) • Leadership styles are based on emotional competencies • “Directive Leaders: demand immediate compliance (-.26). • Visionary Leaders: mobilize people toward a vision (.54). • Affiliative Leaders: create emotional bonds and harmony (.46). • Participative Leaders: build consensus through participation (.43). • Pacesetting Leaders: expect excellence and self-direction (-.25). • Coaching Leaders: develop people for the future (.42).”

  8. Climate • “Flexibility: how free employees feel to innovate unencumbered by red tape; • Sense of responsibility to the organization; • Level of standards that people set; • The sense of accuracy about performance feedback and aptness of rewards ; • Clarity people have about mission and values; • Level of commitment to a common purpose.”

  9. Six Leadership Styles (Goleman)

  10. Leadership Styles cont.

  11. Bennis’ Competencies • Management of Attention • Ability to energize people toward a vision • Management of Meaning • Optimism, hope • Management of Trust • Generate and sustain trust • Competency, congruity, constancy, caring • Convert vision into action and results • Management of Self • Self-awareness, stance toward failure and pain

  12. New Perspectives on Leadership • Superleader-leader of leaders (Manz & Sims) • Leader as Designer/Teacher/Steward/Creator (Senge) • Leader as Learner (Vaill)

  13. Four Views of Leadership(Manz and Sims, 1991)

  14. Leader as Designer/Teacher/ Steward (Senge) • Build a shared vision • Bring to the surface and challenge prevailing mental models-facilitate more insightful views of reality • Foster systemic patterns of thinking • Events (reactive) • Patterns of behavior (responsive) • Systemic Structure (generative) – answers question, What causes pattern of behavior? • Desire to serve first

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