Understanding and Applying Leadership Skills 1 Leadership Characteristics

Understanding and Applying Leadership Skills 1

Leadership Characteristics Leader Emergence ¡ Traits l l ¡ intelligence dominance masculinity high self-monitoring Leadership emergence seems to be stable across the life-span 2

Leadership Characteristics Leader Performance ¡ ¡ Traits Needs Task- versus personorientation Unsuccessful leaders 3

Traits ¡ ¡ ¡ Intelligence Interpersonal adjustment Self-monitoring 4

Needs ¡ Types of Needs l l l ¡ power achievement affiliation Leadership Motive Pattern l l high need for power low need for affiliation 5

Task- Versus Person-Orientation ¡ Person-Oriented Leaders l l ¡ act in a warm, supportive manner and show concern for the employees believe employees are intrinsically motivated Task-Oriented Leaders l l set goals and give orders believe employees are lazy and extrinsically motivated 6

Consequences of Leader Orientation 7

Unsuccessful Leaders (Hogan, 1989) ¡ ¡ ¡ Lack of training Cognitive deficiencies Personality problems l l l paranoid/passiveaggressive high likeability floater narcissist 8

Interaction Between the Leader and the Situation ¡ ¡ Situational Favorability Organizational Climate Subordinate Ability Relationships with Subordinates 9

Situational Favorability Fiedler’s Contingency Model ¡ ¡ Least-Preferred Coworker Scale Situation Favorability l l l ¡ 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 10

Organizational Climate IMPACT Theory ¡ Leadership Style l l l Information Magnetic Position Affiliation Coercive Tactical ¡ Ideal Climate l l l Ignorance Despair Instability Anxiety Crisis Disorganization 11

Subordinate Ability Path-Goal Theory ¡ Instrumental style l ¡ Supportive style l ¡ shows concern for employees Participative style l ¡ plans, organizes, controls shares information and lets employees participate Achievement-oriented style l sets challenging goals and rewards increases in performance 12

Subordinate Ability Situational Leadership Theory 13

Relationships with Subordinates Vertical-Dyad Linkage Theory ¡ ¡ Concentrates on the interaction between leaders and subordinates Subordinates fall into either the l l in-group out-group 14

Leadership Through Decision Making ¡ Vroom-Yetton Model 15

Leadership Through Contact ¡ Management by walking around 16

Leadership Through Power ¡ ¡ ¡ Expert Power Legitimate Power Reward Power Coercive Power Referent Power 17

Leadership Through Vision Transformational Leadership ¡ ¡ ¡ Visionary Charismatic Inspirational Challenge the statusquo Carefully analyze problems Confident and optimistic 18