Learning Objectives

Learning Objectives • Relate the style implications from the classic studies and modern theories of leadership. • Present the widely recognized classic styles of leadership, such as the life-cycle approach. • Discuss the findings on leadership roles and activities. • Examine the relationship that activities have with successful and effective leaders. • Identify the skills needed for effective leadership of today’s organizations. • Analyze the various approaches to leadership development.

Introduction • Demographics of organizational leaders are changing

Leadership in the New Environment • Leadership roles are changing in the new environment • Key leadership roles include: • A strategic vision to motivate and inspire • Empowering employees • Accumulating and sharing internal knowledge • Gathering and integrating external information • Challenging the status quo and enabling creativity

Leadership in the New EnvironmentContinued • Values and beliefs of the young Generation Xer’s are different than the baby boomers who are in leadership positions • Organizational behavior theory building and research • Must adapt to the new types of leaders and organizations

Leadership Styles • Style implications of the classic studies and the modern theories • Nadler and Tushman’s

Leadership Styles Continued • Style implications (continued) • Continuum of leadership styles – summary

Leadership StylesContinued • Style implications (continued) • Tannenbaum and Schmidt

Leadership StylesContinued • Classic styles - Hersey and Blanchard’s • Two major styles: • Task style • Relationship style • Four basic styles: • Telling style • Selling style • Participating style • Delegating style

Leadership StylesContinued • Leadership styles in perspective • Researchers House and Podsakoff findings: • Vision • Passion and self-sacrifice • Confidence, determination, and persistence • Image building • Role modeling • External representation • Expectations of and confidence in followers • Selective motive arousal • Frame alignment • Inspirational communication

Roles and Activities of Leadership • Leader/ manager roles • Mintzberg’s managerial roles

Roles and Activities of Leadership Continued • Activities of successful and effective leaders: The real managers study • What do managers do? • Communication • Traditional management • Human resource management • Networking

Roles and Activities of LeadershipContinued • What do managers do? (continued): Luthans’s conceptual categories of activities

Roles and Activities of LeadershipContinued • What do managers do? (continued): Relative distribution activities

Roles and Activities of LeadershipContinued • Activities of successful and effective leaders: (continued) • What do successful managers do? • Networking: using speed of promotion as the measure of success

Roles and Activities of LeadershipContinued • Activities of successful and effective leaders: (continued) • What do effective managers do? • Getting the job done through high quantity and quality standards of performance • Getting the job done through people, requiring their satisfaction and commitment

Roles and Activities of LeadershipContinued • Activities of successful and effective leaders: (continued) • Implications across cultures and for entrepreneurs and knowledge managers • Implications of the real managers study

Leadership Skills • What skills do leaders need? • Cultural flexibility • Communication skills • HRD skills • Creativity • Self-management learning

Leadership Skills Continued • What skills do leaders need? (continued) • Whetten and Cameron model

Leadership Skills Continued • Traditional leadership development programs • Contemporary leadership development approaches • Research based • Strategy based • Values based

Leadership Skills Continued • Other indirect techniques for developing leadership effectiveness • Training • Job design • Behavioral management

Questions ?

Learning Objectives