2001 Wadsworth a division of Thomson Learning Inc

© 2001 Wadsworth, a division of Thomson Learning, Inc Understanding and Applying Leadership Skills 1

© 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Characteristics Leader Emergence • Traits – – intelligence dominance masculinity high self-monitoring • Leadership emergence seems to be stable across the life-span 2

© 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Characteristics Leader Performance • Traits • Needs • Task- versus personorientation • Unsuccessful leaders 3

© 2001 Wadsworth, a division of Thomson Learning, Inc Traits • Intelligence • Interpersonal adjustment • Self-monitoring 4

© 2001 Wadsworth, a division of Thomson Learning, Inc Needs • Types of Needs – power – achievement – affiliation • Leadership Motive Pattern – high need for power – low need for affiliation 5

© 2001 Wadsworth, a division of Thomson Learning, Inc Task- Versus Person-Orientation • Person-Oriented Leaders – act in a warm, supportive manner and show concern for the employees – believe employees are intrinsically motivated • Task-Oriented Leaders – set goals and give orders – believe employees are lazy and extrinsically motivated 6

© 2001 Wadsworth, a division of Thomson Learning, Inc Relationship Among Theories Person Orientation High Country club Team Consideration Theory Y Low Impoverished Task centered Theory X Low High Task Orientation 7

© 2001 Wadsworth, a division of Thomson Learning, Inc Consequences of Leader Orientation 8

© 2001 Wadsworth, a division of Thomson Learning, Inc Unsuccessful Leaders (Hogan, 1989) • Lack of training • Cognitive deficiencies • Personality problems – paranoid/passive-aggressive – high likeability floater – narcissist 9

© 2001 Wadsworth, a division of Thomson Learning, Inc Interaction Between the Leader and the Situation • • Situational Favorability Organizational Climate Subordinate Ability Relationships with Subordinates 10

© 2001 Wadsworth, a division of Thomson Learning, Inc Situational Favorability Fiedler’s Contingency Model • Least-Preferred Coworker Scale • Situation Favorability – high task structure – high position power – good leader-member relations • High LPC leaders best with moderate favorability and Low LPC leaders best with low or high favorability 11

© 2001 Wadsworth, a division of Thomson Learning, Inc Organizational Climate IMPACT Theory • Leadership Style – – – Information Magnetic Position Affiliation Coercive Tactical • Ideal Climate – – – Ignorance Despair Instability Anxiety Crisis Disorganization 12

© 2001 Wadsworth, a division of Thomson Learning, Inc Subordinate Ability Path-Goal Theory • Instrumental style – plans, organizes, controls • Supportive style – shows concern for employees • Participative style – shares information and lets employees participate • Achievement-oriented style – sets challenging goals and rewards increases in performance 13

© 2001 Wadsworth, a division of Thomson Learning, Inc Subordinate Ability Situational Leadership Theory 14

© 2001 Wadsworth, a division of Thomson Learning, Inc Relationships with Subordinates Vertical-Dyad Linkage Theory • Concentrates on the interaction between leaders and subordinates • Subordinates fall into either the – in-group – out-group 15

© 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Through Decision Making • Vroom-Yetton Model 16

© 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Through Contact • Management by walking around 17

© 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Through Power • • • Expert Power Legitimate Power Reward Power Coercive Power Referent Power 18

© 2001 Wadsworth, a division of Thomson Learning, Inc Leadership Through Vision Transformational Leadership • • • Visionary Charismatic Inspirational Challenge the status-quo Carefully analyze problems • Confident and optimistic 19