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CHAPTER TWO

CHAPTER TWO. LEADERSHIP: PAST, PRESENT, AND FUTURE. Learning Objectives. Identify the three major eras in the modern study of leadership.

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CHAPTER TWO

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  1. CHAPTER TWO LEADERSHIP: PAST, PRESENT, AND FUTURE

  2. Learning Objectives • Identify the three major eras in the modern study of leadership. • Explain the methods, results, shortcomings, and contributions of the trait and behavior approaches to leadership and identify their impact on current approaches. • Present the elements of current contingency approaches to leadership. • Discuss the revival of research about individual characteristics for understanding leadership. • List the changes in organizations and the new expectations and views of leaders.

  3. General Categories of Leadership Traits from the Trait Era • Capacity • Achievement • Responsibility • Participation • Status • Situation

  4. Capacity • Intelligence • Alertness • Verbal facility • Originality • Judgment

  5. Scholarship • Knowledge • Athletic accomplishment Achievement

  6. Responsibility • Dependability • Initiative • Persistence • Self-confidence

  7. Participation • Activity • Sociability • Cooperation

  8. Status • Socioeconomic position • Popularity

  9. Situation • Mental level • Interest in followers • Objectives

  10. Major Leader Behaviors Structuring/Task • Setting goals • Making expectations clear • Setting schedules • Assigning work Consideration/People • Empathy and understanding • Friendly and approachable • Participative • Nurturing

  11. Basic Assumptions Of The Contingency Approach To Leadership • No one best way • Understanding the situation is key • People can learn to become better leaders • Leadership makes a difference • Both personal and situational factors affect leadership effectiveness

  12. Current View Of Key Leadership Traits • Drive and energy • Desire and motivation to lead • Honesty and integrity • Self-confidence • Intelligence • Knowledge of the business

  13. Control-oriented Leadership Result-oriented Leadership Plan Lead Plan Lead Control Control Do Do Results Results Control vs. Results-oriented Leadership Leader assumes responsibility Leader and employees assume joint responsibility

  14. Factors Fueling Changes In Organizations • World-wide political changes • Increased global and local competition • Demographic changes • Changing employee expectations

  15. Leading Change:Gloria Feldt • Clear need for change • Created team to represent different constituency in the U.S. • Involved all stakeholders • Encourage creativity and “dreaming” • Pushed for a long-time frame • Development of a new, shared vision to inspire

  16. Leadership in Action: Jack Hartnett • Highly successful business • Autocratic and non-participatory leader • Clear goals and rules • Caring father figure • Careful selection of managers through extensive interviewing of candidates and family

  17. The Leadership Challenge Should you be autocratic in order to create a participatory organization? • Set clear vision and direction • Find successful external examples • Start with small experiments; provide examples of success • Train • Empathize

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