Leadership & ManagementLeadership & Management

Reading for Lesson 4: Leadership Reading for Lesson 4: Leadership in Organizationsin Organizations

Reading ObjectivesReading Objectives

1.1. The student will comprehend the personal characteristics The student will comprehend the personal characteristics associated with effective leaders.associated with effective leaders.

2.2. The student will know the five sources of power and how The student will know the five sources of power and how each causes different subordinate behavior.each causes different subordinate behavior.

3.3. The student will comprehend the leader behavior of initiating The student will comprehend the leader behavior of initiating structure and consideration and when they should be used.structure and consideration and when they should be used.

4.4. The student will comprehend Hersey and Blanchard's The student will comprehend Hersey and Blanchard's situational theory and its application to subordinate situational theory and its application to subordinate participation.participation.

5.5. The student will comprehend the path-goal model of The student will comprehend the path-goal model of leadership.leadership.

Discussion ObjectivesDiscussion Objectives

1.1. Demonstrate how the five bases of power are manifest in Demonstrate how the five bases of power are manifest in behaviorbehavior

2.2. Relate Hersey and BlanchardRelate Hersey and Blanchard’’s Situational Theory to the s Situational Theory to the personnel and organization of a Navy warshippersonnel and organization of a Navy warship

3.3. Discuss personal traits that are useful to a leader and Discuss personal traits that are useful to a leader and determine if these traits are more valuable in some situations determine if these traits are more valuable in some situations than in othersthan in others

LeadershipLeadership

Ability to influence people toward common Ability to influence people toward common goalgoal

Reciprocal relationship among peopleReciprocal relationship among people A “people” activityA “people” activity Involves the use of powerInvolves the use of power

PowerPower

Potential ability to influence behaviorPotential ability to influence behavior Promotes vision, creativity and changePromotes vision, creativity and change Derived from personal sourcesDerived from personal sources

- Personal interests- Personal interests

- Goals- Goals

- Values- Values

Personal Characteristics of Personal Characteristics of Effective LeadersEffective Leaders

Physical Physical ActivityActivity EnergyEnergy

Social backgroundSocial background MobilityMobility

Personal Characteristics of Personal Characteristics of Effective LeadersEffective Leaders

Intelligence and abilityIntelligence and ability Judgment, decisiveness Judgment, decisiveness KnowledgeKnowledge Fluency of SpeechFluency of Speech

Personal Characteristics of Personal Characteristics of Effective LeadersEffective Leaders

PersonalityPersonality AlertnessAlertness Originality, creativityOriginality, creativity Personal integrity, ethical conductPersonal integrity, ethical conduct Self-confidenceSelf-confidence Under a Microscope!Under a Microscope! Preserve Your Integrity!Preserve Your Integrity!

Personal Characteristics of Personal Characteristics of Effective LeadersEffective Leaders

Work-relatedWork-related Achievement, drive, desire to excelAchievement, drive, desire to excel AmbitionAmbition Seek responsibilitySeek responsibility Responsibility in pursuit of goalsResponsibility in pursuit of goals Task orientationTask orientation

Personal Characteristics of Personal Characteristics of Effective LeadersEffective Leaders

Social Social Ability to enlist cooperationAbility to enlist cooperation CooperativenessCooperativeness Popularity, prestigePopularity, prestige Sociability, interpersonal skillsSociability, interpersonal skills Social participationSocial participation Tact, diplomacyTact, diplomacy Charisma!Charisma!

Sources of PowerSources of Power

LegitimateLegitimate RewardReward CoerciveCoercive ExpertExpert ReferentReferent

Leadership BehaviorsLeadership Behaviors

ConsiderationConsideration Considerate of subordinatesConsiderate of subordinates Respects their ideasRespects their ideas Mutual TrustMutual Trust

Initiating StructureInitiating Structure Give InstructionsGive Instructions Spend time planningSpend time planning Emphasize deadlinesEmphasize deadlines Schedule work activitiesSchedule work activities

Patton ExcerptPatton Excerpt

Henry V ExcerptHenry V Excerpt

Patton vs. Henry VPatton vs. Henry V

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

Hersey and Blanchard’s Situational Hersey and Blanchard’s Situational TheoryTheory

Subordinates vary in their readiness level.Subordinates vary in their readiness level. Low task readiness:Low task readiness:

• Limited skillLimited skill• Lack of trainingLack of training• InsecurityInsecurity

High task readiness:High task readiness:• AbilityAbility• SkillSkill• ConfidenceConfidence• Willingness to workWillingness to work

Hersey and Blanchard’s Situational Hersey and Blanchard’s Situational TheoryTheory

Adopt a style appropriate to your subordinates.Adopt a style appropriate to your subordinates. Low level of task readiness:Low level of task readiness:

• Tell them what to doTell them what to do• How to do itHow to do it• When to do itWhen to do it

High level of task readiness:High level of task readiness:• Provide general goalsProvide general goals• Delegate sufficient authority to do the taskDelegate sufficient authority to do the task• Expect followers to complete the task as they see fitExpect followers to complete the task as they see fit

Path Goal TheoryPath Goal Theory

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

Path Goal Theory ContingenciesPath Goal Theory Contingencies

Leader behavior (style)Leader behavior (style) SupportiveSupportive DirectiveDirective ParticipativeParticipative Achievement-orientedAchievement-oriented

Path Goal Theory ContingenciesPath Goal Theory Contingencies

Situational ContingenciesSituational Contingencies Characteristics of the workersCharacteristics of the workers Work environmentWork environment

Use of rewardsUse of rewards Clarify the path to the rewardsClarify the path to the rewards Increase the rewardsIncrease the rewards Be Consistent!Be Consistent!

Questions?Questions?

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