UNIT 3B: INTRODUCTION TO LEADERSHIP

Leadership

• ability to develop a vision that motivates others to move with a passion toward a common goal

• embodiment of the leader

• ability to move others to follow

Trait Theory

Theories of Leadership:

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

• Focus: personality, social, physical or intellectual traits

• “LEADERS ARE BORN, NOT MADE.”

• ISSUE: there is no clear evidence of the cause and effect of relationship of leadership effectiveness and traits

Behavioral Theory

Theories of Leadership:

• assumes that specific behaviors differentiate leaders from non-leaders

• People learn leadership through training and observation

• Focus: actions of leaders not on intellectual qualities or internal states.

• “LEADERS ARE MADE, NOT BORN.”

Skills Theory

Theories of Leadership:

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

• Focus: learned skills, developed style and acquired knowledge.

• “LEADERS ARE MADE. THUS, ALLOT MORE RESOURCES.”

Contingency Theory

Theories of Leadership

• effective leadership depends on the degree of fit between a leader’s qualities and leadership style as demanded by a specific situation

• Factors: leadership style, qualities of followers and situational features.

• SUCCESS DEPENDS ON: environment

Situational Theory

Theories of Leadership

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

• DIFFERENT LEADERSHIP STYLES MAY BE MORE APPROPRIATE FOR DIFFERENT TYPES OF DECISIONMAKING

Participative Theory

Theories of Leadership

• suggest that the ideal leadership style is one that takes input of others into account

• collaborate or consult w/ other people

• ENCOURAGES COMMITMENT AND COLLABORATIONS WHICH LEADS TO BETTER QUALITY DECISIONS

Transactional/Management Theory

Theories of Leadership

• leadership based on a system of rewards and punishments

• FOCUS ON ROLE OF SUPERVISION, ORGANIZATION AND GROUP PERFORMANCE AND THE EXCHANGES THAT OCCUR BETWEEN LEADERS AND FOLLOWERS

• good performance = reward; negligible/lax = discipline

• similar to management wherein the manager creates structures that make it clear what is expected (there is a standard that is observed)

Relational/Transformational Theory

Theories of Leadership

• focuses on the connections formed between leaders and followers

• establish rapor --> working relationship --> win the employee and work that meets expectations through motivation and inspiration

Front-line leaders

Types of Leaders (Personal Leadership Style):

• hands-on and exude passion

• engaged and know how to connect with followers

• emotionally intelligent, generous, and empower those around them to achieve their best

Postmodern leaders

Types of Leaders (Personal Leadership Style):

• bold, cooperative, creative, and enjoy developing their teams

• value the contributions all team members make toward positive outcomes

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

• they know the specialization/forte of their employees

• they acknowledge and recognize it, thus their strengths are applied in the workplace

Transformational Leaders

Types of Leaders (Personal Leadership Style):

• foster curiosity in their teams and work as agents of change

• work together to improve conditions and achieve goals

• Inspiration and cooperation drive transformational leaders toward positive change

Servant Leaders

Types of Leaders (Personal Leadership Style):

• defined by their ethics and commitment to developing others

• leaders take a personal interest in lifting others up and the positive outcomes their organizations create

• lead by example and are guided by their ethics and morals.

Contrarian leaders

Types of Leaders (Personal Leadership Style):

• aren’t afraid to go against conventional wisdom when appropriate or useful

• about the freedom to maintain intellectual and creative freedom while taking counsel into consideration

• independent thinkers who spark new ideas, and their revolutionary spirit inspires others to take risks when necessary

• courageous

Metamodern leaders

Types of Leaders (Personal Leadership Style):

• avant-garde, responding to unprecedented change with complex and nuanced responses

• embody the paradox of pragmatic idealism (reasonable and logical way of dealing with probs and not dependent on theories), being immensely flexible while sincere and centered

• employ great imagination and are experts at creating a vision for their team.

Be technically proficient

PRINCIPLES OF LEADERSHIP

• know your job and tasks of different members of the group

Develop sense of responsibility in your workers

PRINCIPLES OF LEADERSHIP

• help develop good character traits that will help them carry out their responsibility

Ensure that tasks are understood, supervised and accomplished

PRINCIPLES OF LEADERSHIP

• communicate with people and check the job description

informed

PRINCIPLES OF LEADERSHIP

• Keep your workers ____________

Know your people and look out for their well-being

PRINCIPLES OF LEADERSHIP

• care for your subordinates

Know yourself and seek self-improvement

PRINCIPLES OF LEADERSHIP

• understand what you are, what you know and what you can do

• acknowledge the importance of your emloyees

sound and timely

PRINCIPLES OF LEADERSHIP

• Make ______________ decisions.

example

PRINCIPLES OF LEADERSHIP

• Set an ____________

team

PRINCIPLES OF LEADERSHIP

• Train a _______

full capabilities

PRINCIPLES OF LEADERSHIP

• Use the _____________________ of the organization

Autocratic Leadership Style

Leadership Styles Characteristics:

• Extreme form of transactional leadership

• Leader have complete control over staff.

• Little opportunity to make suggestions

• Authoritative

Autocratic Leadership Style

Leadership Styles Advantage:

• Efficient – decisions are made quickly, and work can begin immediately

Autocratic Leadership Style

Leadership Styles Disadvantage:

• Unhappy staff

Bureaucratic Leadership Style

Leadership Styles Characteristics:

• Follows rules rigorously

• useful in jobs that need SERIOUS SAFETY PROTOCOLS: diagnostic laboratories and banks

Bureaucratic Leadership Style

Leadership Styles Advantage:

• Staff follow procedures precisely

Bureaucratic Leadership Style

Leadership Styles Disadvantage:

• Not flexible, creative and innovative

Charismatic Leadership Style

Leadership Styles Characteristic:

• Aka transformational leadership

• Inspire eagerness in their teams - motivating

Charismatic Leadership Style

Leadership Styles Advantages:

• Staff becomes productive and committed

Charismatic Leadership Style

Leadership Styles Disadvantage:

• Confidence is placed in the leader rather than the team.

• Leaders can feel invincible -- they feel as if they can do NO WRONG even if others are warning them

Democratic/Participative Leadership Style

Leadership Styles Characteristics:

• Leaders make the final decision but include the team in decision-making

Democratic/Participative Leadership Style

Leadership Styles Advantage:

• Encourage creativity and members are highly engaged

• Job satisfaction because employees are involved

• Encourages members to develop skills

Democratic/Participative Leadership Style

Leadership Styles Disadvantage:

• Falters in situations when speed or efficiency is essential

Laissez-Faire Leadership Style

Leadership Styles Characteristics:

• Allows people to work on their own (autonomy)

• Leaders abdicate responsibilities and avoid making decisions.

• leaders give freedom for the group to make decisions however, the employees may take advantage of it

Laissez-Faire Leadership Style

Leadership Styles Advantage:

• High job satisfaction and increased productivity.

Laissez-Faire Leadership Style

Leadership Styles Disadvantage:

• May be damaging if the members are not knowledgeable and skilled and cannot manage their time well.

Transactional Leadership Style

Leadership Styles Characteristics:

• Members agree to obey when they accept a job.

• Members are paid in return for effort and compliance

Transactional Leadership Style

Leadership Styles Advantage:

• Leaders can punish members if work is not within standard

Transactional Leadership Style

Leadership Styles Disadvantage:

• Purely transactional

size

Factors that determine Leadership Style:

• _______ of an organization

interaction/communication

Factors that determine Leadership Style

A. Degree of __________________________

1. Managers must __________ share information

2. Managers must have open _______________________

3. Interpretation of complex information must be done _____________

4. Managers must discuss the ______________________________ that result from it.

A = ?

interaction/communication

Factors that determine Leadership Style

A. Degree of __________________________

1. Managers must __________ share information

2. Managers must have open _______________________

3. Interpretation of complex information must be done _____________

4. Managers must discuss the ______________________________ that result from it.

1 = ?

channels of communication

Factors that determine Leadership Style

A. Degree of __________________________

1. Managers must __________ share information

2. Managers must have open _______________________

3. Interpretation of complex information must be done _____________

4. Managers must discuss the ______________________________ that result from it.

2 = ?

face-to-face

Factors that determine Leadership Style

A. Degree of __________________________

1. Managers must __________ share information

2. Managers must have open _______________________

3. Interpretation of complex information must be done _____________

4. Managers must discuss the ______________________________ that result from it.

3 = ?

nature of information, the assumptions and actions

Factors that determine Leadership Style

A. Degree of __________________________

1. Managers must __________ share information

2. Managers must have open _______________________

3. Interpretation of complex information must be done _____________

4. Managers must discuss the ______________________________ that result from it.

4 = ?

Personality

Factors that determine Leadership Style:

• _________________ of members

congruency

Factors that determine Leadership Style

• Goal __________________

decision-making

Factors that determine Leadership Style

A. Level of ________________

1. ____________ – Leader makes decision alone and announces the decision.

2. ____________ – Leader gathers input from individuals and makes the decision.

3. ____________ – Leader gathers input from team and makes the decision.

4. ____________ – Consensus building

5. ____________ – Consensus and delegation with criteria/constraints

A = ?

Level 1

Factors that determine Leadership Style

Factors that determine Leadership Style

A. Level of ________________

1. ____________ – Leader makes decision alone and announces the decision.

2. ____________ – Leader gathers input from individuals and makes the decision.

3. ____________ – Leader gathers input from team and makes the decision.

4. ____________ – Consensus building

5. ____________ – Consensus and delegation with criteria/constraints

1 = ?

Level 2

Factors that determine Leadership Style

Factors that determine Leadership Style

A. Level of ________________

1. ____________ – Leader makes decision alone and announces the decision.

2. ____________ – Leader gathers input from individuals and makes the decision.

3. ____________ – Leader gathers input from team and makes the decision.

4. ____________ – Consensus building

5. ____________ – Consensus and delegation with criteria/constraints

2 = ?

Level 3

Factors that determine Leadership Style

Factors that determine Leadership Style

A. Level of ________________

1. ____________ – Leader makes decision alone and announces the decision.

2. ____________ – Leader gathers input from individuals and makes the decision.

3. ____________ – Leader gathers input from team and makes the decision.

4. ____________ – Consensus building

5. ____________ – Consensus and delegation with criteria/constraints

3 = ?

Level 4

Factors that determine Leadership Style

Factors that determine Leadership Style

A. Level of ________________

1. ____________ – Leader makes decision alone and announces the decision.

2. ____________ – Leader gathers input from individuals and makes the decision.

3. ____________ – Leader gathers input from team and makes the decision.

4. ____________ – Consensus building

5. ____________ – Consensus and delegation with criteria/constraints

4 = ?

Level 5

Factors that determine Leadership Style

Factors that determine Leadership Style

A. Level of ________________

1. ____________ – Leader makes decision alone and announces the decision.

2. ____________ – Leader gathers input from individuals and makes the decision.

3. ____________ – Leader gathers input from team and makes the decision.

4. ____________ – Consensus building

5. ____________ – Consensus and delegation with criteria/constraints

5 = ?

liked

AVOID the 7 DEADLY SINS OF LEADERS:

1. Trying to be __________ rather than respected.

2. Not asking team members for ________________.

3. Restricting talent by emphasizing ________ rather than skills.

4. Not keeping criticism ______________________.

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

6. Treating everyone the _______________.

7. Failing to keep people ________________.

1 = ?

advice and help

AVOID the 7 DEADLY SINS OF LEADERS:

1. Trying to be __________ rather than respected.

2. Not asking team members for ________________.

3. Restricting talent by emphasizing ________ rather than skills.

4. Not keeping criticism ______________________.

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

6. Treating everyone the _______________.

7. Failing to keep people ________________.

2 = ?

rules

AVOID the 7 DEADLY SINS OF LEADERS:

1. Trying to be __________ rather than respected.

2. Not asking team members for ________________.

3. Restricting talent by emphasizing ________ rather than skills.

4. Not keeping criticism ______________________.

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

6. Treating everyone the _______________.

7. Failing to keep people ________________.

3 = ?

objective and constructive

AVOID the 7 DEADLY SINS OF LEADERS:

1. Trying to be __________ rather than respected.

2. Not asking team members for ________________.

3. Restricting talent by emphasizing ________ rather than skills.

4. Not keeping criticism ______________________.

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

6. Treating everyone the _______________.

7. Failing to keep people ________________.

4 = ?

accountability

AVOID the 7 DEADLY SINS OF LEADERS:

1. Trying to be __________ rather than respected.

2. Not asking team members for ________________.

3. Restricting talent by emphasizing ________ rather than skills.

4. Not keeping criticism ______________________.

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

6. Treating everyone the _______________.

7. Failing to keep people ________________.

5 = ?

same way

AVOID the 7 DEADLY SINS OF LEADERS:

1. Trying to be __________ rather than respected.

2. Not asking team members for ________________.

3. Restricting talent by emphasizing ________ rather than skills.

4. Not keeping criticism ______________________.

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

6. Treating everyone the _______________.

7. Failing to keep people ________________.

6 = ?

informed

AVOID the 7 DEADLY SINS OF LEADERS:

1. Trying to be __________ rather than respected.

2. Not asking team members for ________________.

3. Restricting talent by emphasizing ________ rather than skills.

4. Not keeping criticism ______________________.

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

6. Treating everyone the _______________.

7. Failing to keep people ________________.

7 = ?