Effective Leadership Characteristics

• First characteristic of an effective leader involves having self-awareness.
• Another key trait is being willing to receive feedback from those one works with and is in contact with.
• Awareness of one's own level of ownership is crucial for effective leadership.
• BELEADER360 offers a 360-degree evaluation of leadership styles, assessing 6 styles through 6 indicators.

Leadership vs. Management

• A manager handles existing resources and aims to manage them in the most optimized way possible.
• A leader leads people from one point to another, aligning and directing action while creating change.
• Ideally, a manager is also a leader, though these roles have distinct areas of focus.

Kotter's View

• Management produces order and consistency through planning, budgeting, organizing, and problem-solving.
• Leadership produces change and movement by establishing direction, aligning people, and motivating/inspiring.
• Managers focus on current resources, plans, and coordinating resources for organizational shape.
• This also involves performance checking and rewarding successful actions instead of punishing failures.
• Leaders set the direction, align people, and ensure actions are directed toward a shared goal.
• Managers plan, establish plans/programs, and allocate resources for organizational effectiveness.
• Leaders set direction and motivate everyone toward that direction, ensuring clear direction for a shared goal.
• Managers control by evaluating and correcting deviations, while leaders motivate by understanding individual drivers.
• Managers focus on how, while leaders focus on why (purpose and sense of programs).

Essence of Leadership

• Leadership concerns change, fostering innovation and creating new situations.
• Management deals with complexity and issues arising from complex systems.
• Main focus of leadership involves aligning people toward a common vision.
• Management plans and organizes resources to achieve set goals.
• Leadership formulates abstract reasoning; management focuses on current problems.

Definition and Process

• Leadership is defined as a process of influence where a subject impacts a group towards a common objective.
• Relationship exists between leaders and followers, influenced by both parties' behaviors.
• Leadership is influenced by both and creates influence toward subjects to achieve common goals.
• The leader modifies behaviors and results.
• This leads to defining direction, aligning individuals, and fostering commitment/motivation.

Key Aspects of Leadership

• The leader defines a direction and plots a long-term course, ensuring a shared vision is achieved.
• Alignment means everyone works together toward a shared goal, coordinating resources and activities.
• Commitment centers on understanding follower needs, motivating them to prioritize the shared vision.
• Leadership is a process and a relationship between leader and follower embedded in an organizational context.
• Management represents position.

Authority vs. Influence

• Authority involves dictating actions, while influence involves convincing individuals to act.
• Authority comes from external sources, while influence comes from recognizing internal power.
• Leaders inspire those who are led through their personal characteristics.

Power in Leadership

• Leaders need power for influence, stemming from rewarding or punishing behaviors and possessing information.
• Person-based power relies on personal characteristics, values, and skills.
• Leadership power comes from follower recognition, and supporting change and innovation.
• Studying leadership enables the acquisition of analytical tools and effective management of professional and personal relationships.

Leadership Theories

Theory 1 of 3

• Theories focused on specific characteristics to understand leadership based on traits related to the leader.

Theory 2 of 3

• Contributions that concentrate on the context dimension for understanding influence within changing context.

Theory 3 of 3

• This perspective focuses on relationship of leadership, its expression, and essential components

First Perspective

• Centers around whether leaders are born or made.

First Important Contribution

• According to Thomas Carlyle, leaders are born, and their power comes from god. He forms "The Theory of The Great Man".
• Historical context, he mainly talks about men and marginalizes women.
• There are criticisms around this as this view is a statement of faith, and notes a lack of consistency of behavioral patterns and gender bias.

Second Contribution

• Ralph M. Stogdill and the Theory of Traits focus on innate/unmodifiable traits such as introversion vs. extroversion.
• Stogdill identified traits through meta-analyses conducted in 1948 and 1974.
• Strengths of this include benchmarks, and creates in-depth understanding of the leader.
• However, weaknesses include varying results across studies because leaders are considered to be pre-determined and unable to be formed

Third Contribution

• The theory of skills by the belief that leaders are made
• Highlighted 3 types of skills: technical, human (relational), and conceptual (reasoning).
• Strengths: Develop ability of leadership. If people understand this, they can train others. It also highlights that the importance varies.
• Weakness: Puts traits together with an unclear relationship between possessing certain skill and actual performance.

Fourth Contribution

• Behavioral theories concentrate on what the leader does and how they act.
• Two types of behaviors identified include task-related which are aimed at pursuing specific goals, and relational which are aimed at developing people.
• Ohio state studies consider these 2 dimensions as independent, the leader can adapt them interchangeably.

Michigan Contribution

• The 2 behaviors are alternatives. The more one has, the less the other exists.

Blake and Mouton's leadership grid contribution

• The x-axis shows task behaviors and the y-axis shows concern to people
• There are styles and orientations depends on these, with a leader oriented towards a strong task for authoritarian leadership.
• Strength: Describes the main components of a leader and how they impact others.
• Weakness: Provides little focus on performance, no identification of which style is most appropriate.

Second Perspective: Theories Focusing on contextual factors

• Focus on situational factors.

First Contribution

• Contingent Theory: Fred Fiedler derives this from motivational orientation of leader.
• He defines an instrument aimed at identifying where a leader lies

Three situations,

• Collaborative
• Developmental/Tasks

Motivational orientation

• if there is a high leader-follower relationship, you have a relationship oriented person. if there is a low leader- follower relationship, you have a task oriented person

STRENGTHS

• A leader becomes effective through certain stiuations, it adds a new value

WEAKNESSES

• Fiedler believes the leader can either be task or relationship oriented, there can be issues such as indecision if neither, which makes it hard to apply.

Second Contribution

• Situational Leadership theory by Hersey and Blanchard
• Using the two aspects Task and Relational (Direct/Supportive) it aims to address their empirical evaluations.
• Strengths: The leader can modify the behavior in order to meet expectations of those who are led in a new way.
• Weaknesses: Not based of science so it does not show if there any other elements.

Third Contribution

• The path goal theory is made of 4 different leadership styles.
• Leadership Behaviors
• Directive
• Supportive
• Participation
• Achivemenet Oriented
• With different tasks, leaders can use specific styles or behaviors, while giving consideration to follower characteristics.
• Strengths: It includes many different aspects, and details different styles.
• Weakness: Complex theory with many aspects, but has many different aspects of leadership and does not necessarily make people feel good.

Key Leadership Strategies

• Show up, show yourself, be available.
• Speak up and use the power of voice

Fourth Contribution

• Building bridges between the relationship and qualities through Leader-Member Exchange Therapy.
• This quality can be varied, and creates two different types: In-group and Out-group
• In-group builds trust. If this is created, the followers respect and trust the leader and thus are willing to do more.
• Out-group is a exchange of a performance by the follower for a reward by the leader.
• If one can create great leader follower relationships, it creates more positive outcomes such as high performance or positive energy

WHAT CONTEXTUAL FACTOR?

• The time it gives to build trust and these characteristics
• However, overtime becomes greater and requires more roles.
• In group makes conscious and unconscious biases

Third Perspective: Relationship-centered Theories

• This is aimed to center people around their own type of relationship
• First is Transformation Leadership, this shows different elements such as the leader and the leadership itself.
• Second Contribution relates to Emotion Intelligence, showing that leaders need to create an emotional dimension.
• The second thing will make leaders perform well such as creating relations.
• The key things that will build relations is the lack of uniformity view.

Third Contribution

• Showing Authentic Leadership; to show authentic the two principles of:
• Coherence
• Transparency

Practical

• Sees great action and characteristics with great relations that connect with great purpose.

Theoretical

• Needs much more self awareness, and much more moral reasoning.
• Strengths: Can become authentic with clear guidelines.
• Weakness: Validity hasn't been tested .

Fourth Contribution

• Servant Leadership: Shows that leaders should lead by the way of support; the idea to become a follower.
• This requires people to come in this way to help and grow for people who show characteristics to work with certain leaders.
• Strengths: Provides clear leaders, allows counter intuitive provocative leadership.
• Weakness. Cannot be followed unless people trust and are willing to be guided.

FIFTH CONTRIBUTION

• Shows that it is normal that there is a need to be a leader and therefore team members need to all feel like they themselves are leaders.
• This requires for example, the action of training
• Needs to monitor/take action

SIXTH CONTRIBUTION

• Ethical leadership takes from a basis that one should weigh how a leader can make the team deviate from ethical decisions.
• Leaders need to spread and maintain ethical behavior; must have consistent decisions

The Ethical Problem Arises Everyday in Every Decision That is Made

• Respect, building ethical relationships, serving others.

in summary.

• The recent contributions have gone for the better direction by making great relational power for efficient results.

Resonant Leadership

• toxic is well known due to lack of delegation by people who leave a certain team.