UNIT 2: Leadership

1. UNIT 2: Leadership Issues in Leadership Development

2. Chester Barnard’s Acceptance Theory of Authority • Identified 4 conditions that determine whether a leader’s directive will be followed and true influence achieved • The subordinate must truly understand the directive • The subordinate must feel capable of carrying out the directive • The subordinate must believe that the directive is in the organization’s best interest • The subordinate must believe that the directive is consistent with personal values

3. Transformational Leadership • Is the inspirational leadership that gets people to do more in achieving high performance; it encourages extraordinary effort • A transformational leader raises aspirations and shifts people and organizations into new, high performance patterns • E.g. Martin Luther King and “I have a dream” speech ( was also a charismatic leader)

4. Transformational Leaders-Special Qualities • VISION: having ideas and a clear sense of direction; communicating them to others; developing excitement about accomplishing shared “dreams” • CHARISMA: arousing others’ enthusiasm, faith, loyalty, pride and trust in themselves through the power of personal reference and appeals to emotion • SYMBOLISM: identifying “heroes”, offering special rewards, and holding spontaneous and planned ceremonies to celebrate excellence and high achievement

5. Transformational Leaders-Special Qualities • EMPOWERMENT: helping others to develop by removing performance obstacles, sharing responsibilities, and delegating truly challenging work • INTELLECTUAL STIMULATION: gaining the involvement of others by creating awareness of problems and stirring their imagination to create high-quality solutions • INTEGRITY: being hones and credible; acting consistently out of personal conviction, and following through commitments

6. Emotional Intelligence • Daniel Goleman

7. Emotional Intelligence • Defined as the ability to manage ourselves and our relationships effectively • Team performance improves as a result of a more “emotionally- intelligent” leader • “EQ” vs IQ • Emotional Quotient

8. Emotional Intelligence (EI) • High Self-Awareness • understanding our own moods and emotions, and understandingtheir impact on our work and on others. • Self-Regulation/Self-Management • thinking before we act and controlling otherwise disruptiveimpulses. • Motivation & Persistence • working hard with persistence and for reasons other than money andstatus. • Empathy/Good Relationship Management • understanding the emotions of others and using this understanding tobetter relate to them. • Social skill/HighSocial Awareness • establishing rapport with others and building good relationships andnetworks.

9. Transactional Leadership • Is the leadership that directs the efforts of others through tasks, rewards and structures • This type of leader is more methodical in keeping others focused on progress toward goal accomplishment • Focused more on task

10. Gender Leadership • Does gender influence leadership styles of effectiveness? • Involves stereotypes • Evidence shows: • Both men and women can be equally successful leaders • Women managers tend to be more participative than males • Followers tend to value participating by female leaders more highly than male leaders • Why? Do they not expect male leaders to use participative decision making?

11. Gender Leadership • Evidence shows: • Male leaders tend to take a more transactional approach while women leaders tend to take a more transformational approach • Women try to build consensus and good interpersonal relations through communication – interactive leadership

12. From “The Corporate Couch” by Dr. Mimi Hull • Male vs. Female Leadership Styles • While both men and women are equally capable of leadership, they are inherently different in their leadership styles. Understanding gender differences improves communication and productivity. • Men: • • Men often prefer “male-oriented” settings (math, science and law enforcement)• Men are more direct, critical and speak with authority• Men work more independently• Men trust their logic when making decisions• Men are more confident with their work• Men use less positive reinforcement• Men like to create competition• Men are often the formal leaders• Men are more accepting of women leaders

13. From “The Corporate Couch” by Dr. Mimi Hull • Women:• Women prefer “female-oriented” settings (health and education)• Women enjoy mentoring and training others• Women trust their instincts when making decisions• Women discuss and review work with colleagues• Women are more nurturing• Women are more critical of other women• Women use positive reinforcement and rewards more than men• Women lead democratically, share information and promote cooperation and collaboration • Often men are seen as more powerful leaders than women. However, underutilization of resources are wasteful, irrational and damaging to an organization’s profitability and competitiveness. When leaders of an organization include both men and women, the organization benefits. • http://www.hullonline.com/2013/01/16/male-vs-female-leadership-styles/

14. Charismatic Leadership • A charismatic leader is a leader who develops special leader-follower relationships and inspires followers in extraordinary ways • Can you think of any examples from history? • Politicians, rebel/revolution leaders, business leaders, etc.

15. Charismatic Leadership – 7 Qualities • Strength of personality: • they are magnetic, their personality has a seemingly unlimited strength and passion. • Vision: • not just any vision, but one that is incredibly compelling and is in line with your values, interests and desires. • Simplified speech: • simple and straightforward, preferably with the use of stories and metaphors.

16. Charismatic Leadership – 7 Qualities • Having strong feelings and making others share in your emotions • for infectious transmissions of your vision. • Creation of emotional bonds • bonds last for much longer than intellectual bonds. • Search for the spotlight • a charismatic leader does not hide on the backstage, but rather is always on stage. • Claim higher principles • The charismatic leader claims their strength and passion comes from a higher source • transmitter of a higher principle (ethical, moral, divine or supernatural...)

17. Strengths/Benefits of Charismatic Leaders • Results in relatively strong, unchallenged levels of obedience • Useful in difficult times such as an organizational turnaround • Very effective if the vision of the charismatic leader is right • Lots of energy; visionary; inner clarity

18. Limitations/Disadvantages of Charismatic Leaders • The “unchallenged levels of obedience” leads to weak “yes” men/women • People possessing true charismatic leadership qualities are relatively rare • Tendency towards narcissism; insensitive to others • Unpredictable; potentially dangerous to organization

19. Articles: • Charisma: What is it? Do you have it? • Are Charismatic Leaders Born or Made?

20. Video Clips: Charismatic Leaders • Richard Branson: Virgin http://www.youtube.com/watch?v=DCXOnloZyYk • Jack Welch: General Electric (GE) http://www.youtube.com/watch?v=Sx1Oa9j4YGs http://www.youtube.com/watch?v=1OWV1rqNMD4