Leadership Overview

Defining Leadership

• Leadership is a social influence: it can bring about change and a new direction
• Effective leaders influence the behavior of others with ideas and actions

Importance of Leadership

• Leaders may emerge spontaneously in social crises
• The environment and individual qualities interact to allow leaders to express their skills

Where Leaders Learn to Lead

• Leaders learn through practical experience
• Formal education and books can inform leaders about different leadership styles

Qualities of a Leader

• Integrity: leaders with integrity tell the truth as they see it
• Job Knowledge: leaders know what direction to take and how to solve problems
• People-building skills: leaders assemble and develop teams

Satisfactions and Frustrations of Leaders

• Satisfactions of leadership include feelings of power, helping others, high income and status, opportunity to control resources
• Frustrations of leadership include uncompensated work time, too many problems, lack of authority, loneliness, and organizational politics

Caring Leadership

• Caring leaders are committed to goals, concerned for others, unselfish, and service-oriented
• Caring leadership leads to greater achievements and success

Management vs. Leadership

• Management focuses on planning, organizing, directing, and controlling
• Leadership focuses on establishing direction, aligning people and resources, energizing people
• Strong management and leadership are essential for successful organizations
• Leaders do the right things, managers do things right

Key Areas of Leadership

• Leadership equation
• Power of Vision
• Importance of ethics
• Empowerment of people
• Leadership Principles
• Understanding people
• Multiplying effectiveness
• Developing others
• Performance management

Leadership

• Leadership can bring unity, influence conduct, and shape the fate of nations.

The Three Types of Leaders

• Teachers: Rule breakers and value creators. Examples include Aristotle, Marx, Buddha, and Gandhi.
• Heroes: Responsible for great causes and noble works. Examples include Galileo, Shakespeare, Einstein, and Newton.
• Rulers: Dominate over others and exercise power. Examples include Elizabeth the First, Julius Caesar, Washington, and Akbar.

The Evolution of Leadership

• Moving away from autocratic, hierarchical models.
• Moving toward a participatory model that empowers individuals.
• Leadership is a social phenomenon as opposed to an individual trait.

Qualities of the Individual

• Traits found to correlate positively with leadership include a strong drive for responsibility, initiative, self-confidence, willingness to accept consequences, and the ability to influence others.
• Leadership traits hold little predictive significance individually. They interact to generate personality dynamics advantageous to those seeking leadership responsibilities.

Environmental Factors

• Leadership can be forged through forces like environment and circumstance.
• It is defined differently by different cultures and time periods.
• Throughout history, male leaders have outnumbered female leaders. This supports the theory that leadership is a social phenomenon.
• Public recognition of Edith Wilson's influence during her husband's incapacitation would not have been in line with the norms of the time.

Interaction between the Individual and Environment

• Both individual qualities and environmental factors are important elements of leadership.
• Leaders may emerge spontaneously in social crises.
• External circumstances and internal qualities interact to allow would-be leaders to express their innate abilities.

Study on Leadership

• The United States Chamber of Commerce investigated where leaders learn to lead and what people want in a leader.

Where Do Leaders Learn to Lead?

• Leaders develop through experience, formal education, and books

What Do People Want in a Leader?

• Integrity: Leader with integrity tells the truth as they believe it to be.
• Job knowledge: Knowing what direction to take and how to solve problems.
• People-building skills: Ability to assemble and develop a winning team, including performance planning and management, effective delegation, and motivation.

Andrew DuBrin's Seven Satisfactions of Leaders

• Feeling of power and prestige
• Chance to help others
• High income
• Respect and status
• Opportunities for advancement
• Feeling of being in a position of knowledge
• Opportunity to control money and other resources

Andrew DuBrin's Seven Frustrations of Leaders

• Too much uncompensated work time
• Too many problems
• Not enough authority to carry out responsibility
• Loneliness
• Too many problems involving people
• Organizational politics
• Pursuit of conflicting goals

Caring Leadership

• Caring is an essential ingredient for successful leadership.
• When a leader cares, others care, become focused and energized, and find direction.
• Caring leadership means personal commitment to goals, concern for others, being unselfish, and service to others.

Leadership in the Work Setting

• Organizations can be overmanaged and underled, emphasizing control over motivation and creativity which can reduce vitality and lead to failure.
• Leaders need to be developed at all levels of responsibility.
• Management indicates formal authority and delegated accountability, while leadership is the ability to influence the activity or behavior of people.

Management vs. Leadership

• Management: Planning, organizing, directing, and controlling.
• Leadership: Establishing a direction, aligning people and resources, energizing people to accomplish results.
• Strong management without leadership can result in reliable accomplishment of the wrong things.

Qualities of Successful Leadership

• Insight
• Decisiveness
• Courage
• Strength
• Resolve
• Diplomacy

Key Areas of Leadership

• Leadership equation
• Power of vision
• Importance of ethics
• Empowerment of people
• Leadership principles
• Understanding people
• Multiplying effectiveness
• Developing others
• Performance management

Leadership: Setting the Stage

• Leadership involves social influence, guiding change, and creating new directions.

• Leaders can bring unity, influence social conscience, and shape the fate of nations.

• Effective leadership requires attracting capable people, motivating efforts, and solving problems.

• Different types of leaders exist: teachers, heroes, and rulers.

• Leadership is moving away from autocratic models and toward a participatory, empowering approach.

• Traits associated with leadership include a drive for responsibility, initiative, self-confidence, and the ability to influence others.

• Environmental factors play a crucial role in shaping leadership.

Qualities of Effective Leaders

• Leadership can be forged through various forces, including environment and circumstance.

• Leaders demonstrate integrity, telling the truth as they see it.

• Leaders possess job knowledge, understanding the direction and problem-solving methods.

• Leaders excel in people-building skills, assembling and developing teams, and fostering a motivated and high-performing environment.

Satisfactions and Frustrations of Leadership

• Satisfactions: power, prestige, helping others, high income, respect, knowledge, and control of resources.

• Frustrations: uncompensated work, overwhelming problems, insufficient authority, loneliness, people-related issues, organizational politics, and conflicting goals.

Caring Leadership

• Caring is critical for successful leadership. When a leader cares, others become focused, energized, and find direction.

• Caring leadership involves personal commitment, concern for others, unselfishness, and service.

Management vs. Leadership

• Management emphasizes planning, organizing, directing, and controlling.

• Leadership focuses on establishing direction, aligning resources, and energizing people.

• Strong management without leadership can result in accomplishing the wrong things.

• Leaders are those who do the "right things", while managers do things "right".

Qualities of Successful Leadership

• Insight: understanding situations and making informed decisions.

• Decisiveness: taking action promptly and with confidence.

• Courage: facing challenges and taking risks.

• Strength: displaying resilience and determination.

• Resolve: unwavering commitment to goals.

• Diplomacy: skillfully handling relationships and navigating conflicts.

Key Areas of Leadership

• Leadership equation: understanding the dynamics of leadership.

• Power of vision: setting a clear and inspiring direction.

• Importance of ethics: upholding moral principles and integrity.

• Empowerment of people: fostering autonomy and accountability.

• Leadership principles: guiding frameworks and strategies for effective leadership.

• Understanding people: recognizing individual strengths, motivations, and needs.

• Multiplying effectiveness: maximizing impact and contributions.

• Developing others: fostering growth and potential in team members.

• Performance management: setting objectives, providing feedback, and encouraging continuous improvement.

Leadership: Setting the Stage

• Definition of leadership: It's about social influence, initiation, guidance, bringing about change and creating a new direction that would otherwise not exist.
• Importance of leadership: It can bring unity, influence social conscience and conduct, and shape the fate of entire nations.
• Types of leaders:
  • Teachers: Rule breakers and value creators (examples: Aristotle, Marx, Buddha, Gandhi)
  • Heroes: Responsible for great causes and noble works (examples: Galileo, Shakespeare, Einstein, Newton)
  • Rulers: Dominate over others and exercise power (examples: Elizabeth the First, Julius Caesar, Washington, Akbar)
• The Evolution of Leadership: Moving away from autocratic, hierarchical models to a participatory model that empowers individuals.
• Qualities of the Individual:
  • Strong drive for responsibility and task completion
  • Initiative in social situations
  • Self-confidence and sense of personal identity
  • Willingness to accept consequences of decisions and actions
  • Ability to influence other persons’ behavior
• Environmental Factors: Leadership can be forged through many forces, such as environment and circumstance, and viewed as a social phenomenon as opposed to an individual trait.
• Interaction between the Individual and Environment: Both qualities of the individual and environmental factors are important elements of leadership.
• The United States Chamber of Commerce Study:
  • Question 1: Where do leaders learn to lead? (Examples of Leadership, Formal Education and Books)
  • Question 2: What do people want in a leader? (Integrity, Job knowledge, People-building skills)
• Seven Satisfactions of Leaders (Andrew DuBrin):
  • Feeling of power and prestige
  • Chance to help others
  • High income
  • Respect and status
  • Opportunities for advancement
  • Feeling of being in a position of knowledge
  • Opportunity to control money and other resources
• Seven Frustrations of Leaders (Andrew DuBrin):
  • Too much uncompensated work time
  • Too many problems
  • Not enough authority to carry out responsibility
  • Loneliness
  • Too many problems involving people
  • Organizational politics
  • Pursuit of conflicting goals
• Caring Leadership: Essential ingredient for successful leadership. When a leader cares, others become focused and energized, finding direction and developing momentum.
• Components of Caring Leadership:
  • Personal commitment to accomplish a goal
  • Concern for others
  • Being unselfish
  • Service to others

Leadership in the Work Setting

• John Kotter's Quote: "Too many organizations are overmanaged and underled."
• The difference between management and leadership:
  • Management: Planning, organizing, directing, and controlling. Management indicates formal authority and delegated accountability.
  • Leadership: Establishing a direction, aligning people and resources, energizing people to accomplish results. Leadership is the ability to influence the activity or behavior of people.

Leadership and its Importance

• Leadership is defined as initiating and guiding, bringing about change, and influencing the behavior of others.
• Leaders can bring unity, influence social conscience, and shape the fate of nations.
• Leaders have a significant influence on the success and direction of an organization and its people.
• Leadership is a timeless concept and has evolved throughout history.
• Leaders can emerge spontaneously in social crises.

Types of Leaders

• Three main types of leaders are identified: teachers, heroes, and rulers.
• Teachers are rule breakers and value creators - examples include Aristotle, Marx, Buddha, and Gandhi.
• Heroes are responsible for great causes and noble works - examples include Galileo, Shakespeare, Einstein, and Newton.
• Rulers are those who dominate over others and exercise power - examples include Elizabeth the First, Julius Caesar, Washington, and Akbar.

Evolution of Leadership

• Leadership models have shifted from autocratic and hierarchical to participatory and empowering.
• Modern leadership emphasizes empowering individuals and encouraging their contributions.

Qualities of a Leader

• Traits associated with effective leadership include: strong responsibility drive, initiative, self-confidence, willingness to accept consequences, and ability to influence others.
• Leadership traits hold little predictive significance individually, but multiple traits interact to create dynamics beneficial for taking on leadership responsibilities.

Environmental Factors

• Leadership can be forged through environment and circumstance.
• Leadership is viewed as a social phenomenon, shaped by cultural and historical contexts.
• The history of male-dominated leadership highlights the influence of social norms.

Where Leaders Learn to Lead

• Leaders learn to lead through experience, examples of leadership, formal education, and books.

What People Want in a Leader

• People want leaders who possess integrity, job knowledge, and people-building skills.
• Integrity involves telling the truth as one believes it to be.
• Job knowledge includes knowing the direction to take and how to solve problems.
• People-building skills entail assembling and developing a winning team, which includes skills like performance planning, coaching, correction, delegation, discipline, and motivation.

The Satisfactions and Frustrations of Leadership

• Satisfactions of leadership include feelings of power and prestige, the chance to help others, high income, respect, advancement opportunities, knowledge position, and control of resources.
• Frustrations of leadership include excessive uncompensated work, too many problems, insufficient authority, loneliness, interpersonal problems, organizational politics, and conflicting goals.

Caring Leadership

• Caring is essential for successful leadership.
• When a leader cares, others feel energized, find direction, and achieve great achievements.
• Caring leadership encompasses personal commitment, concern for others, selflessness, and service.

Leadership in the Workplace

• Organizations are often overmanaged and underled, leading to a lack of motivation and creativity, and ultimately failure.
• Leaders need to be developed at all levels of responsibility.

Distinction between Management and Leadership

• Management focuses on planning, organizing, directing, and controlling, emphasizing formal authority and delegated accountability.
• Leadership involves establishing direction, aligning resources and people, and energizing individuals to achieve results.
• Leadership is the ability to influence the activity or behavior of others.

Leadership Theories

• Trait theory focuses on the qualities of the leader. Distinctive physical and psychological characteristics contribute to leadership effectiveness.
• Behavior theory focuses on leadership actions. It attempts to identify the most effective leadership styles.

Leadership Trait Theory

• Basic intelligence, clear and strong values, and high level of personal energy are important traits.
• Ghiselli’s traits for effective leadership include:
  • Need for achievement
  • Intelligence
  • Decisiveness
  • Self-confidence
  • Initiative
  • Supervisory ability

Leadership Behavior Theory

• Kurt Lewin identified three leadership styles:
  • Autocratic: Tight control of group activity with decisions made by the leader
  • Democratic: Group participation and majority rule
  • Laissez-faire: Low levels of activity from the leader
• Kurt Lewin's Studies showed that democratic leadership was the most beneficial. It emphasizes the impact of leader behavior on follower performance.

Ohio State University Studies on Leadership

• The Leader Behavior Description Questionnaire was developed.
• Initiating Structure is the extent to which leaders take action to define the relationship between themselves and their staff. This is considered task-oriented.
• Consideration is the extent to which leaders take action to develop trust, respect, support, and friendship with subordinates. This is considered relationship-oriented.

University of Michigan Studies on Leadership

• Rensis Likert conducted studies that identified two similar dimensions of leadership behavior:
  • Job-Centered is similar to Task-Oriented or Initiating Structure
  • Employee-Centered is similar to Relationship-Oriented or Consideration

The Managerial Grid

• Robert Blake and Jane Mouton developed the managerial grid in 1964. It identifies a real leader as having a high concern for both production and people.
• Managerial Grid Styles
  • Impoverished: Low concern for production and people
  • Sweatshop: High concern for production but low concern for people
  • Country Club: High concern for people but low concern for task accomplishment
  • Status Quo: Medium concern for both production and people
  • Fully Functioning: High concern for both production and people
  • Paternalistic: Uses high concern for production and rewards in exchange for compliance and loyalty
  • Opportunistic: Uses whichever style best promotes the manager's own advancement.

Leadership Contingency Theory

• Contingency Theory states that the most appropriate leadership qualities and actions vary depending on the situation.
• Leadership Effectiveness is dependent on:
  • The Leader
  • Followers
  • Situational Factors
• Situational factors include:
  • The job being performed
  • The workplace culture
  • The task's urgency.
• A toxic triangle occurs when a leader with charisma, narcissism, and an ideology of hate is combined with followers with bad values, unmet needs, and ambition, in a situation with instability, perceived opportunity, and a lack of checks and control.

Transformational Leadership

• Charismatic leaders have the extraordinary ability to inspire others and bring forth loyalty.
• R. J. House's theory of charismatic leadership states that the characteristics of charismatic leaders include:
  • Being dominant
  • Being ambitious
  • Being self-confident
  • Having a strong sense of purpose
• Behaviors of charismatic leaders:
  • They are role models for the beliefs and values that they want their followers to adopt.
  • They demonstrate abilities that elicit the respect of their followers.
  • They have ideological goals with moral overtones.
  • They communicate high expectations and show confidence in their ability to meet those expectations.
  • They ignite the motives of their followers to take action.
• Motives and tasks of charismatic leaders fall into three areas:
  • Power
  • Achievement
  • Affiliation

Transformational Leadership

• Transformational leadership is when leaders use optimism, charm, intelligence, and other personal qualities to raise aspirations and transform individuals and organizations.
• Vince Lombardi is an example of a transformational leader. He was able to achieve high performance because:
  • He cared
  • He worked hard
  • He knew the right answers
  • He believed in himself and his players
  • He kept a high bar
  • He knew people and how to motivate them

Transformational Leadership

• Transformational leaders focus on the potential relationship between the leader and the followers.
  • They engage the full person of the follower.
  • They tap into the motives of their followers.
• Transactional leaders focus on exchanges between leaders and followers.
  • They emphasize exchanging one thing for another.

Transformational Leadership

• Employees with transformational leaders have:
  • Higher levels of motivation
  • Improved job performance
  • Increased organizational commitment.