Chapter Fourteen Great Leaders Styles Activities and Skills

Chapter Fourteen Great Leaders: Styles, Activities, and Skills Mc. Graw-Hill/Irwin © 2008 The Mc. Graw-Hill Companies, Inc. All rights reserved.

Learning Objectives • Relate the style implications from the classic studies and modern theories of leadership. • Present the widely recognized classic styles of leadership, such as the life-cycle approach. • Discuss the findings on leadership roles and activities. • Examine the relationship that activities have with successful and effective leaders. • Identify the skills needed for effective leadership of today’s organizations. • Analyze the various approaches to leadership development.

Introduction • Demographics of organizational leaders are changing

Leadership in the New Environment • Leadership roles are changing in the new environment – Key leadership roles include: • • • A strategic vision to motivate and inspire Empowering employees Accumulating and sharing internal knowledge Gathering and integrating external information Challenging the status quo and enabling creativity

Leadership in the New Environment Continued • Values and beliefs of the young Generation Xer’s are different than the baby boomers who are in leadership positions • Organizational behavior theory building and research – Must adapt to the new types of leaders and organizations

Leadership Styles • Style implications of the classic studies and the modern theories – Nadler and Tushman’s

Leadership Styles Continued • Style implications (continued) – Continuum of leadership styles – summary

Leadership Styles Continued • Style implications (continued) – Tannenbaum and Schmidt

Leadership Styles Continued • Classic styles - Hersey and Blanchard’s – Two major styles: • Task style • Relationship style – Four basic styles: • • Telling style Selling style Participating style Delegating style

Leadership Styles Continued • Leadership styles in perspective – Researchers House and Podsakoff findings: • • • Vision Passion and self-sacrifice Confidence, determination, and persistence Image building Role modeling External representation Expectations of and confidence in followers Selective motive arousal Frame alignment Inspirational communication

Roles and Activities of Leadership • Leader/ manager roles – Mintzberg’s managerial roles

Roles and Activities of Leadership Continued • Activities of successful and effective leaders: The real managers study – What do managers do? • • Communication Traditional management Human resource management Networking

Roles and Activities of Leadership Continued – What do managers do? (continued): Luthans’s conceptual categories of activities

Roles and Activities of Leadership Continued – What do managers do? (continued): Relative distribution activities

Roles and Activities of Leadership Continued • Activities of successful and effective leaders: (continued) – What do successful managers do? • Networking: using speed of promotion as the measure of success

Roles and Activities of Leadership Continued • Activities of successful and effective leaders: (continued) – What do effective managers do? • Getting the job done through high quantity and quality standards of performance • Getting the job done through people, requiring their satisfaction and commitment

Roles and Activities of Leadership Continued • Activities of successful and effective leaders: (continued) – Implications across cultures and for entrepreneurs and knowledge managers – Implications of the real managers study

Leadership Skills • What skills do leaders need? – Cultural flexibility – Communication skills – HRD skills – Creativity – Self-management learning

Leadership Skills Continued • What skills do leaders need? (continued) – Whetten and Cameron model

Leadership Skills Continued • What skills do leaders need? (continued) – Whetten and Cameron model

Leadership Skills Continued • Traditional leadership development programs • Contemporary leadership development approaches – Research based – Strategy based – Values based

Leadership Skills Continued • Other indirect techniques for developing leadership effectiveness – Training – Job design – Behavioral management

Questions ?