Leadership

1
Leadership Management

• Reading for Lesson 4 Leadership in Organizations

2
Reading Objectives

1. The student will comprehend the personal
   characteristics associated with effective
   leaders.
2. The student will know the five sources of power
   and how each causes different subordinate
   behavior.
3. The student will comprehend the leader behavior
   of initiating structure and consideration and
   when they should be used.
4. The student will comprehend Hersey and
   Blanchard's situational theory and its
   application to subordinate participation.
5. The student will comprehend the path-goal model
   of leadership.

3
Discussion Objectives

1. Demonstrate how the five bases of power are
   manifest in behavior
2. Relate Hersey and Blanchards Situational Theory
   to the personnel and organization of a Navy
   warship
3. Discuss personal traits that are useful to a
   leader and determine if these traits are more
   valuable in some situations than in others

4
Leadership

• Ability to influence people toward common goal
• Reciprocal relationship among people
• A people activity
• Involves the use of power

5
Power

• Potential ability to influence behavior
• Promotes vision, creativity and change
• Derived from personal sources
• - Personal interests
• - Goals
• - Values

6
Personal Characteristics of Effective Leaders

• Physical
• Activity
• Energy
• Social background
• Mobility

7
Personal Characteristics of Effective Leaders

• Intelligence and ability
• Judgment, decisiveness
• Knowledge
• Fluency of Speech

8
Personal Characteristics of Effective Leaders

• Personality
• Alertness
• Originality, creativity
• Personal integrity, ethical conduct
• Self-confidence
• Under a Microscope!
• Preserve Your Integrity!

9
Personal Characteristics of Effective Leaders

• Work-related
• Achievement, drive, desire to excel
• Ambition
• Seek responsibility
• Responsibility in pursuit of goals
• Task orientation

10
Personal Characteristics of Effective Leaders

• Social
• Ability to enlist cooperation
• Cooperativeness
• Popularity, prestige
• Sociability, interpersonal skills
• Social participation
• Tact, diplomacy
• Charisma!

11
Sources of Power

• Legitimate
• Reward
• Coercive
• Expert
• Referent

12
Leadership Behaviors

• Consideration
• Considerate of subordinates
• Respects their ideas
• Mutual Trust
• Initiating Structure
• Give Instructions
• Spend time planning
• Emphasize deadlines
• Schedule work activities

13
Patton Excerpt
14
Henry V Excerpt
15
Patton vs. Henry V

• What type of leader?
• Which one would you follow?
• Which one are you?
• Why?

16
Hersey and Blanchards Situational Theory

• Subordinates vary in their readiness level.
• Low task readiness
• Limited skill
• Lack of training
• Insecurity
• High task readiness
• Ability
• Skill
• Confidence
• Willingness to work

17
Hersey and Blanchards Situational Theory

• Adopt a style appropriate to your subordinates.
• Low level of task readiness
• Tell them what to do
• How to do it
• When to do it
• High level of task readiness
• Provide general goals
• Delegate sufficient authority to do the task
• Expect followers to complete the task as they see
  fit

18
Path Goal Theory

• The leader tries to increase subordinate
  motivation to attain personal and organizational
  goals

19
Path Goal Theory Contingencies

• Leader behavior (style)
• Supportive
• Directive
• Participative
• Achievement-oriented

20
Path Goal Theory Contingencies

• Situational Contingencies
• Characteristics of the workers
• Work environment
• Use of rewards
• Clarify the path to the rewards
• Increase the rewards
• Be Consistent!

21
Questions?

• ???