[PHA 617] Unit 8 - Introduction to Leadership

He/she uses authority inherent to the rank to obtain compliance from organizational members.

Manager

He/she has the ability to influence a group toward the achievement of goals.

Leader

Leader/Manager: Rational

Manager

Leader/Manager: Consulting

Manager

Leader/Manager: Persistent

Manager

Leader/Manager: Problem solving

Manager

Leader/Manager: Tough-minded

Manager

Leader/Manager: Analytical

Manager

Leader/Manager: Deliberate

Manager

Leader/Manager: Authoritative

Manager

Leader/Manager: Stabilizing

Manager

Leader/Manager: Visionary

Leader

Leader/Manager: Passionate

Leader

Leader/Manager: Creative/imaginative

Leader

Leader/Manager: Flexible

Leader

Leader/Manager: Inspiring

Leader

Leader/Manager: Innovative

Leader

Leader/Manager: Courageous

Leader

Leader/Manager: Experimental

Leader

A person who influences a group towards the achievement of a goal

Leader

It is the ability to develop a vision that motivates others to move with a passion toward a common goal.

Leadership

It is the embodiment of being a leader.

Leadership

It is is the ability to move others to follow.

Leadership

What are the eight theories of leadership?

- Trait Theory

- Behavioral Theory

- Skills Theory

- Contingency Theory

- Situational Theory

- Participative Theory

- Transactional/Management Theory

- Relational/Transformational Theory

Theory that assumes people inherit certain qualities or traits that make them suitable for leadership role.

Trait Theory

Theory focused on personality, social, physical or intellectual traits

Trait Theory

Theory that follows the principle, "Leaders are born, not made"

Trait Theory

What issue is associated with the trait theory?

There is an unclear relationship of leadership, effectiveness, and traits.

Theory that assumes specific behaviors differentiate leaders from non-leaders. People learn leadership through training and observation.

Behavioral Theory

Theory focused on the actions of leaders, not on intellectual qualities or internal states

Behavioral Theory

Theory that follows the principle, "Leaders are made, not born".

Behavioral Theory

Theory that assumes learned knowledge and acquired skills/abilities are significant factors in the practice of effective leadership.

Skills Theory

Theory focused on learned skills, developed style, and acquired knowledge

Skills Theory

Theory that follows the principle, "Leaders are made. Thus, allot more resources".

Skills Theory

It is the most applicable form of leadership theory.

Skills Theory

Theory wherein effective leadership depends on the degree of fit between a leader's qualities and leadership style as demanded by a specific situation.

Contingency Theory

What are the factors considered in contingency theory?

- Leadership style

- Qualities of followers and situational features

It is any condition on any relevant environment to be considered when designing or assigning an organization or one of its elements.

Contingency

Theory that may depend on a number of variables including one's environment that may determine which leadership style is best suited for a particular task

Contingency Theory

Theory wherein leaders choose the best course of action based upon situational conditions or circumstances

Situational Theory

Theory wherein different leadership styles may be more appropriate for different types of decision-making

Situational Theory

Theory wherein not one type of leadership style can have multiple leadership styles

Situational Theory

Leadership style used when a leader is expected to be more knowledgeable and experienced in the group

Authoritarian Style

Leadership style used when the members are already experts or knowledgeable about the situation

Democratic Style

Theory that suggests that the ideal leadership style is one that takes an input of others into account

Participative Theory

Theory that encourages commitment and collaborations which leads to better quality decisions

Participative Theory

Theory wherein leadership is based on a system of rewards and punishments.

Transactional/Management Theory

Theory that focuses on the role of supervision, organization, and group performance, and the exchanges that occur between leaders and followers

Transactional/Management Theory

Theory that focuses on the connections formed between leaders and followers

Relational/Transformational Theory

Theory wherein motivation and inspiration help group members see the importance and higher good of the task

Relational/Transformational Theory

Theory often compared to charismatic leadership style.

Relational/Transformational Theory

What are the six types of leaders?

- Front-line leaders

- Postmodern leaders

- Transformational Leaders

- Servant Leaders

- Contrarian Leaders

- Metamodern Leader

These leaders are hands-on and exude passion. They are engaged and know how to connect with followers.

Front-line leaders

These leaders are emotionally intelligent, generous, and empower those around them to achieve their best.

Front-line leaders

These leaders are bold, cooperative, creative, and enjoy developing their teams. They value the contributions all team members make toward positive outcomes.

Postmodern leaders

These leaders practice great self-awareness and regularly defer to experts if they lack the technical skills to make a decision.

Postmodern leaders

These leaders foster curiosity in their teams and work as agents of change. They work together to improve conditions and achieve goals.

Transformational leaders

These drive transformational leaders toward positive change.

Inspiration and cooperation

These leaders are defined by their ethics and commitment to developing others. These leaders take a personal interest in lifting others up and the positive outcomes their organizations create. They lead by example and are guided by their ethics and morals.

Servant leaders

These leaders aren't afraid to go against conventional wisdom when appropriate or useful. They are independent thinkers who spark new ideas, and their revolutionary spirit inspires others to take risks when necessary

Contrarian Leaders

It is about the freedom to maintain intellectual and creative freedom while taking counsel into consideration.

Contrarianism

These leaders are not contented with what they have. They go beyond and take undetermined and unexplored roads.

Contrarian Leaders

These leaders are the avant-garde, responding to unprecedented change with complex and nuanced responses. They employ great imagination and are experts at creating a vision for their team.

Metamodern leaders

These leaders embody being immensely flexible while sincere and centered. It is the reasonable.

Metamodern leaders

Idealism on reasonable and logical way of solving problems, not based on theory and ideas

Pragmatic Idealism

What are the six principles of leadership?

1. Be technically proficient

2. Develop sense of responsibility in your workers

3. Ensure that tasks are understood, supervised and accomplished

4. Keep your workers informed

5. Know your people and look out for their well-being.

6. Know yourself and seek self-improvement

7. Develop sense of responsibility in your workers

8. Make sound and timely decisions.

9. Set an example.

10. Train a team.

11. Use the full capabilities of the organization.

What are the six types of leadership styles?

- Autocratic

- Bureaucratic

- Charismatic

- Democratic/Participative

- Laissez-Faire

- Transactional

Leadership style characterized as an extreme form of transactional leadership. Leaders have complete control over staff. There is only little opportunity to make suggestions.

Autocratic Leadership Style

The advantage of this leadership style is that it is efficient (decisions are made quickly and work can begin immediately). However, the disadvantage is unhappy staff.

Autocratic Leadership Style

Leadership style characterized by following rules rigorously and is for jobs that require serious safety protocols

Bureaucratic Leadership style

The advantage of this leadership style is that staff follow procedures precisely. The disadvantage is that it is not flexible, creative, and innovative.

Bureaucratic Leadership style

It is also known as transformational leadership.

Charismatic Leadership Style

Leadership style that eagerness in their teams - motivating

Charismatic Leadership Style

Advantage of this leadership style is that staff becomes productive and committed. Disadvantage include confidence is placed in the leader rather than the team and leaders can feel invincible.

Charismatic Leadership Style

Leadership style wherein the leaders make the final decision but include the team in decisionmaking.

Democratic/Participative Leadership Style

Advantage of this leadership style is that it encourages creativity and members are highly engaged, job satisfaction, and encourages members to develop skills. Disadvantage is that it falters in situations when speed or efficiency is essential.

Democratic/Participative Leadership Style

Leadership style that allows people to work on their own (autonomy). Leaders abdicate responsibilities and avoid making decisions

Laissez-Faire Leadership Style

Advantages of this leadership style are high job satisfaction and increased productivity. Disadvantage is that it may be damaging if the members are not knowledgeable and skilled and cannot manage their time well.

Laissez-Faire Leadership Style

Leadership style wherein members agree to obey when they accept a job. Members are paid in return for effort and compliance.

Transactional Leadership Style

Advantages of this leadership style include that leaders can punish members if work is not up to standard. The disadvantage is that it is purely transactional.

Transactional Leadership Style

What are the factors that determine leadership style?

- Size of an organization

- Degree of interaction/communication

- Personality of members

- Goal congruency

- Level of decision-making

(True/False) Managers must constantly share information.

True

(True/False) Managers must have closed channels of communication

False

- OPEN channels

(True/False) Interpretation of complex information can be done online or face-to-face.

False

- FACE-TO-FACE only

(True/False) Managers must discuss the nature of information, the assumptions and actions that result from it.

True

Level of decision-making wherein the leader makes decision alone and announces the decision.

Level 1

Level of decision-making wherein the leader gathers input from individuals and makes the decision

Leader 2

Level of decision-making wherein the leader gathers input from team and makes the decision

Level 3

Level of decision-making that involves consensus building

Level 4

Level of decision-making that involves consensus and delegation with criteria/constraints

Level 5

What are the seven deadly sins of leaders that must be avoided?

1. Trying to be liked rather than respected.

2. Not asking team members for advice and help.

3. Restricting talent by emphasizing rules rather than skills.

4. Not keeping criticism objective and constructive.

5. Not developing accountability and sense of responsibility among team members.

6. Treating everyone the same way.

7. Failing to keep people informed.

A leader must create?

- Compelling vision

- Climate of trust

- Meaning

- Success

- Healthy and empowering environment

- Flat, adaptive, decentralized systems and organizations