LEADERSHIP

1. LEADERSHIP HED 362 – L. Good

2. Management vs. Leadership • Management is not something you do to other people • You mange your inventory, your checkbook, your resources • You mange things, you lead people Leadership: The skill of influencing people to work enthusiastically toward goals identified as being for the common good. A CHOICE HED 362 – L. Good

3. LEADERSHIP - Theories • Trait Theories • 1920’s – 1950’s • Personal characteristics • Intelligence, dominance, alertness • Leaders born not made • No cause and effect between leadership and traits HED 362 – L. Good

4. LEADERSHIP - Qualities • Honesty • Single most important ingredient is integrity • Measured by observing behavior • Forward Looking (Vision) • Sense of direction • Concern for future HED 362 – L. Good

5. LEADERSHIP - Qualities • Inspiring • Enthusiastic, energetic, positive • Cheerleader • Competent • Capable and effective to lead toward goals • Not a specialist in all areas – but takes time to learn • “Value-added” competence HED 362 – L. Good

6. LEADERSHIP - Qualities • Fair-minded • Supportive • Broad-minded • Intelligent HED 362 – L. Good

7. LEADERSHIP - Theories • Behavioral Theories • Late 1940’s - 1950’s • Behavior vs. traits • U of M studies • Production centered • Employee centered • PC less effective actual performance HED 362 – L. Good

8. LEADERSHIP - Theories • Ohio State studies • Initiating structure • Well defined job guidelines, channels of communication • Consideration • Emphasizes trust, respect, rapport, participatory decision making HED 362 – L. Good

9. LEADERSHIP - Theories • Ohio State studies – findings • Higher Initiating Structure yielded high proficiency ratings but more employee grievances • Higher Consideration yielded lower proficiency but lower absences HED 362 – L. Good

10. LEADERSHIP - Theories • Contingency/Situational Theories • Attention to the situation in which leaders function • Trait and behavioral theories were inadequate HED 362 – L. Good

11. LEADERSHIP - Theories • Fiedler’s Contingency Model • Group Performance contingent upon • Motivational system of leader • Task vs relationship • Degree to which leader has power and influence in a situation HED 362 – L. Good

12. LEADERSHIP - Theories • 3 situational factors • Leader-member relationship • Trust, confidence, respect for leader • Task structure • Clarity of specific job • Position power • Inherent in leadership position HED 362 – L. Good

13. Case • Individual has 8 subordinates who like him. He structures the job by making work assignments and by setting goals for required outputs. He is also responsible for reviewing the work of subordinates and is the main spokesperson for and evaluator of the employees at merit review time. HED 362 – L. Good

14. Case • Is leader member relationship good or poor? • Good • Is task-structure high or low? • High • Is position power strong or weak? • Strong HED 362 – L. Good

15. LEADERSHIP - Types • Transformational leaders – Lee Iacoca • Self actualization • Internal rewards • Vision • Charisma HED 362 – L. Good

16. LEADERSHIP - Types • Transactional leaders – Gill (Bausch & Lomb) • Exchange process • Contingent reward system • Pay for performance • MBO • Autocratic HED 362 – L. Good

17. LEADERSHIP - Types • Servant Leaders (many unknown leaders) • Leaders serve followers • Listens well – concerned with all • Do not necessarily strive to be leaders HED 362 – L. Good