Leadership: An Overview

1. Leadership: An Overview http://www.web.cba.neu.edu/~ewertheim/leader/leader.htm Presented by: Jessica Fill

2. Leadership • Exists in relationships • intangible • Found in the imagination and perceptions of “followers”

3. “What is Leadership” • Ability to get others to do what you want; power • Leaders motivate people to get things done- persuasion • Leaders provide a vision • Leadership is facilitation; leaders empower people to do what they want

4. Leadership vs. Management • Being a good leader does not mean you are a good manager and visa versa. • Warren Bennis and Burt Nanus propose, “managers do things right and leaders do the right thing.” • Managers focus on details • Leaders focus on the big picture

5. Generalizations of Leadership • Leaders are heroes: to much focus of the leader as a person rather than the context. • Leadership as relationship: false notion that leadership is one-way-leader to follower. Leadership is a two way mutual influence process. • Leaders and position: one can have power and authority without being a leader. Equally one can be a leader without position or formal authority.

6. Attributes of good leadership: • Risk taking • Flexibility • Self-confidence • Interpersonal skills • Task competence • Intelligence • Decisiveness • Understanding of followers • Courage

7. Hersey and Blanchard’s Situational Leadership Approach • Telling: the follower cannot do the job, lack of motivation, leader tells them what to do. • Selling: follower wants to do the job but lacks the skills or knowledge, the leader aids in the completion of the task. • Participating: the follower can do the job but refuses. • Delegating: Follower can do the job and is motivated to do it.

8. The Charismatic Leader • Used in organizations to help implement change or major transformations • Senses unexplained opportunities • Formulates • Communicates an idealized vision • Support for vision • Provides means for achieving vision • 1960 vs. 1996 • Germany vs. France

9. Transactional vs. TransformationalLeadership • Transactional Leaders: use rewards to motivate an focus on routine performance. • Transformational Leaders: broaden and elevate the interests of their followers, generate awareness and acceptance of the purposes and mission of the group. Look beyond self-interest for the good of others. • Use charisma, vision, courage, inspiration, and concern for the individual • Cope with complexity, ambiguity and uncertainty

10. The Four Framework ApproachBolman an Deal • Structural Leaders: focus on structure, strategy, environment, focus on implementation, experimentation and adaptation. • Human Resource: leaders believe in people and communicate that belief; they empower, increase participation, support, share information, and move decision making into the organization. • Political Leaders: clarify what they want and what they can get; they assess the distribution of power and interests, build linkages. Use persuasion first, then negotiation and coercion if necessary. • Symbolic Leaders: view organizations as a stage or theater to play certain roles and give impressions. Discover and communicate a vision.