Surviving

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Chapter 12

• Surviving Thriving in the Workplace - Leadership

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Leadership

• Influencing others to voluntarily accept and
  pursue goals and challenges that may be
  difficult, but which are in accord with both the
  values of both the leader and the followers.

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Trait Theory The Great Person Theory of
Leadership

• Leadership is based on a constellation of
  personal characteristics.
• High on
• Extraversion
• Openness to experience
• Conscientiousness

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Six Characteristics of Leaders

• High levels of drive (achievement motivation,
  ambition, energy, tenacity, initiative)
• Achievement motivation likes challenging tasks
• Ambition sets goals to push itself
• Energy tenacity allow long work-hours and
  persistence in the face of obstacles
• Initiative is a proactive approach that
  anticipates and avoids problems and has the
  courage to make changes

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Six Characteristics of Leaders

• Leadership Motivation
• The desire to influence others
• The desire to accept the responsibility of power
• Being comfortable in giving directions
• Providing and implementing consequences for
  success or failure

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Six Characteristics of Leaders

• Honesty Integrity
• Open and clear communication
• Consistency between what a person says and does
• (This may be the most important component.)

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Six Characteristics of Leaders

• Self-confidence
• A strong belief in ones self and ones ideas
• Emotional stability to remain calm and composed
  in difficult and challenging circumstances

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Six Characteristics of Leaders

• Above-average Intelligence
• Need to process large amounts of information
• Need to process quickly
• Need to make sound decisions based on critical
  analysis

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Six Characteristics of Leaders

• A great deal of expertise in their field

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Interactionist Theories of Leadership

• Great leaders emerge from circumstances that
  combine an individual with leadership potential
  and certain situational factors
• (Being in the right place at the right time.)
• Different types of leaders are effective in
  different types of situations.

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Fiedlers Contingency Model of Leadership

• Task-oriented leaders
• Most concerned with productivity
• Focus on providing direction and instruction
• Relationship-oriented leaders
• More concerned with morale
• Focus on building good interpersonal
  relationships and positive feelings among staff
  members

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Fiedlers Contingency Model of Leadership

• Situational Control
• Leaders degree of power
• Leaders relationship with staff members
• Clarity of the task

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Fiedlers Contingency Model of Leadership

• High situational control
• Leader is a true authority figure with legitimate
  power and a positive relationship with staff
  members and a clearly-defined task.
• Low situational control
• Leader has little power and is not well-liked by
  the staff, and the task is unclear.
• Moderate situational control
• One or two of these factors is high and the other
  one or two is low

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Fiedlers Contingency Model of Leadership

• USE TASK-ORIENTED LEADERSHIP WHEN
• Poor leader-staff relationships unclear task
• Good leader-staff relationships clear task
• Good leader-staff relationships unclear task
  only if the leader is powerful
• USE PERSON-ORIENTED LEADERSHIP WHEN
• Good leader-staff relationships, unclear task,
  weak leader
• Poor leader staff relationships , clear structure

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Hersey-Blanchard Model of Leadership

• Follower readiness staff expertise and general
  task motivation
• Four categories of readiness
• Stage 1 Dont know what to do cant jump
  right in
• Stage 2 Have general sense of the work and are
  willing to try lack expertise to do well
• Stage 3 Enough expertise to be overconfident
  and unwilling to listen to leader
• Stage 4 Expert, confident, capable and willing

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Hersey-Blanchard Leadership Styles

• Telling
• Selling
• Participating
• Delegating

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Hersey-Blanchard Leadership Styles

• Telling
• Follower is inexperienced and needs clear
  instructions.
• Leadership should be high task-oriented Low
  relationship-oriented

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Hersey-Blanchard Leadership Styles

• Selling
• Follower needs clear instructions and relational
  support, although has some experience
• Leadership should be high task-oriented and high
  relationship-oriented

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Hersey-Blanchard Leadership Styles

• Paticipating
• Follower has more experience, needs a mentor.
• Leadership should be high relationship-oriented,
  low task-oriented

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Hersey-Blanchard Leadership Styles

• Delegating
• Follower is expert and needs little or no
  instruction or relationship support
• Leadership should be low task-oriented and low
  relationship-oriented

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Consensus Charismatic Leaders

• Charismatic Leader
• Engaging personality fuels his or her success
• Inspires trust, loyalty action
• Emerges in times of crisis
• Consensus leader
• Succeeds based on centrist position and skills at
  mediation
• Low-key moderate who follows popular opinion
• Negotiates compromises gains allies
• Prevails in stable times

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Transactional vs. Transformational Leadership

• Transactional Leadership
• Relies on relatively even exchanges between
  leader and follower
• High-quality exchanges involve exchange of
  emotional resources such as loyalty and respect
  or mutual trust
• Low-quality exchanges involve tradition economic
  or tangible resources such as money or status
• Employees with high-quality exchanges are less
  likely to leave an organization than those with
  low
• Effective at maintaining performance levels and
  job satisfaction in an ongoing organization
  (status quo)

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Transactional vs. Transformational Leadership

• Transformational Leadership
• Relies on exchanges and the power of the leader
  to communicate his or her vision to the followers
• The vision is typically consistent with a
  deeply-held set of leader values such as
  integrity or justice
• Followers are energized and inspired and come to
  share the leaders values.
• Involves four types of leader behaviors.

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Transactional vs. Transformational Leadership

• Transformational Leadership
• Idealized influence high moral standards of the
  leader inspire admiration loyalty in followers
• Inspirational motivation leaders vision and
  ability to communicate it effectively
  persuasively
• Intellectual stimulation leader role models
  encourages followers to think creatively and to
  challenge existing norms
• Individual consideration leaders attention to
  individual needs of followers and facilitation of
  their development