Opening Prayer

Loving heavenly Father we come to you this hour asking for your blessing and help as we are gathered together. We

pray for guidance in the matters at hand and ask that you would clearly show us how to conduct our work with a spirit of joy and enthusiasm. Give us the desire to find ways to excel in our work. Help us to work together and

encourage each other to excellence. We ask that we would challenge each other to reach higher and farther to be the best we can be. We ask this in the name of the

Lord Jesus Christ. Amen

Chapter 16

ESSENTIALS OF

LEADERSHIP

Chapter Overview

Study Questions:1.The Nature of Leadership2. Leadership Traits and Behaviors3. Contingency Approaches to

Leadership4.Issues in Leadership Development

Study Question 1

The Nature of Leadership• Leadership and power• Leadership and vision• Leadership as service

Nature of Leadership•“Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.”

- Colin Powell

Leadership is the process of inspiring others to work hard

to accomplish important tasks.

Controlling- to ensure results

Organizing- to create structures

Planning- to set direction

Leading- to inspire effort

•Communicate the vision•Build enthusiasm•Motivate commitment, hard work

LEADERSHIP AND POWER

Power is the ability to get someone else to do something you want done or to make things happen the way you want.

LEADERSHIP AND POWER1. Position Power

Reward Power is the capacity to offer something of value as a means of influencing other people.Coercive Power is the capacity to punish or withhold positive outcomes as a means of influencing other people.Legitimate Power is the capacity to influence other people by virtue of specialized knowledge.

LEADERSHIP AND POWER2. Personal Power

Expert power is the capacity to influence other people because of specialized knowledge.Referent Power is the capacity to influence other people because of their desire to identify personally with you.

Sources of Power Used by LeadersPower of the POSITION:

Based on things managers can offer to others.

Power of the PERSON:Based on how managers are viewed by

others.

LEADERSHIP AND VISION

Vision is a clear sense of the future.Visionary leadership brings to the situation a clear sense of the future and an understanding of how to get there.

LEADERSHIP AS SERVICE

Servant Leadership is follower-centered and committed to helping others in their work.Empowerment enables others to gain and use decision-making power.

Study Question 2

Leadership Traits and Behavior• Leadership traits• Leadership behaviors• Classic leadership styles

LEADERSHIP TRAITS

• A comprehensive review by Shelley Kirkpatrick and Edwin Locke identifies personal traits of many successful leader.

LEADERSHIP TRAITS

• Drive-They have high energy, display initiative, and are tenacious

• Self-confidence- They have trust themselves and have confidence in their abilities.

• Creativity- They are very creative and original in their thinking.

• Cognitive ability- They have the intelligence to integrate and interpret information.

LEADERSHIP TRAITS

• Job relevant knowledge- They know their industry and its technical foundations

• Motivation- They enjoy influencing others to achieve shared goals

• Flexibility- They adapt to fit the need of followers and the demands of situations

• Honesty and Integrity- They are trustworthy; they are honest, predictable, and dependable.

LEADERSHIP BEHAVIORS

Leadership style is the recurring pattern of behaviors exhibited by a leader.

LEADERSHIP BEHAVIORS

2 Dimensions of leadership style• Concern for the task to be accomplished• Concern for the people doing work

LEADERSHIP BEHAVIORS

• A leader high in concern for the task- plans and defines the work to be done assigns taks responsibilities, sets clear works standards, urges task completion and monitors performance results.

• A leader high in concern for people- acts warm and supportive toward followers, maintains good social relations with them, respects their feelings, is sensitive to their need and shows trust in them

CLASSIC LEADERSHIP STYLES

CLASSIC LEADERSHIP STYLES

• A leader with an autocratic style- acts in a unilateral command and control fashion

• A leader with a human relation style- emphasizes people over task.

• A leader with a laissez-faire style- displays the “do the best you can and don’t bother me” attitude.

• A leader with a democratic style- emphasizes both tasks and people

Study Question 3

Contingency Approaches to Leadership• Fiedler’s contingency model• Hersey-Blanchard situational model• Path goal theory• Leader-member exchange theory• Leader-participation model

Three Consecutive VariablesQuality of leader-member (good or poor)- Measures the degree to which the group

supports the leaderTask structure (high or low)- Measures the extent to which task goals,

procedures, and guidelines are clearly spelled out.

Position power (strong or weak)- Measures degree to which the position gives the

leader power to reward and punish subordinates

ParticipatingShares Ideas

SellingExplain decisions

Follows able, unwilling, insecure

Followers unable, willing, confident

Delegating Turn over decisions

TellingGive instructions

Followers able, willing, confident

Following unable, unwilling, insecure

high

low

Relationship behavior

- Support required

highlow

Task BehaviorGuidance required

Path-Goal Leadership

Direction leadership- letting subordinates know what is expected

Supportive leadership- doing things to make work more pleasant

Achievement-oriented leadership- setting challenging goals

Participative leadership- involving subordinates in decision making

Substitutes for Leadership- Are factors in the work setting that direct

work efforts without the involvement of a leader

Leader-Participation Model

Authority decision- is made by the leader and then communicated to the group

Consultative decision- is made by a leader after receiving information, advice, or opinions from group members

Group decision- is made by group members themselves

Leader Who has information and expertise?

Followers

No Acceptance and commitment critical for implementation?

Yes

High Time pressure for decision making?

Low

Study Question 4

Issues in Leadership Management•Transformational leadership•Emotional Intelligence and leadership•Gender and leadership•Moral leadership•Drucker’s “old-fashioned” leadership

Charismatic Leaders

Persons whose visions and strong personalities have an extra ordinary impact on others.

Develop special leader-follower relationships and inspire followers in extraordinary way.

Transformational Leadership

Transformational LeaderIs inspirational and arouses extraordinary effort and performanceRaises aspirations and shifts people and organizational systems into new, high-performance patterns

Martin Luther King, Jr.

I Have A Dream“Stop complaining and Do something productive.” “If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.”

Special qualities of a transformational leader:

•Vision-having ideas and a clear sense of direction. •Charisma-using the power of personal reference and emotion to arouse others’ enthusiasm, faith, loyalty, pride and trust in themselves.•Integrity-being honest and credible

• Symbolism-identifying “heroes” and holding spontaneous and planned ceremonies

• Empowerment-helping others develop by removing performance obstacles, sharing responsibilities, and delegating truly challenging work.

• Intellectual Stimulation-gaining the involvement of others

Transactional Leader

• Uses tasks, rewards, and structures to influence and direct the efforts of others

• Uses contingent rewards to motivate followers.

• Identifies what must be done to accomplish the desired results.

• Uses corrective action only when goals not met.

Emotional Intelligence

It is the ability to manage our emotions in social relationships.

Gender and leadershipAre there gender differences in leadership?•First, Social Science research largely supports the gender similarities hypothesis: that is males and females are very similar to one another in terms of psychological properties.

• Second, research leaves no doubt that both women and men can be equally effective as leaders.

• But, Perceptions of gender similarities do exist.• Men and women are sometimes perceived

differently as leaders, and that these perceptions fit traditional stereotypes.

• Women “take care” while men “take charge”

Interactive Leadership

• Leaders are strong communicators and act democratic and participative with followers.

• they display many qualities in common with transformational leadership

Moral Leadership

• This is leadership by ethical standards that clearly meet the test of being “good” and “correct”.

• It begins with personal integrity.• Integrity in leadership is honesty, credibility,

and consistency in putting values into action.

Gandhi, George Washington, and Eleanor Roosevelt are great leaders that follow agendas true to the wishes of their followers.

Authentic Leadership

• Activates positive psychological states to achieve self-awareness and positive self-regulation.

• An Authentic leader has high level of self-awareness and clearly understands his or her personal values

Drucker’s “old-fashioned” leadership

• Define and communicate a clear vision.

• Accept leadership as responsibility, not rank.

• Surround yourself with talented people.

• Don’t blame others when things go wrong.

• Keep your integrity; earn the trust of others.

• Don’t be clever, be consistent.