Learning Objectives

McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

Great Leaders: Great Leaders: Styles, Activities, Styles, Activities,

and Skillsand Skills

Chapter FourteenChapter Fourteen

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


• Style implications (continued)

– Tannenbaum and Schmidt


• 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 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


– What do managers do? (continued): Luthans’s conceptual categories of activities


– What do managers do? (continued): Relative distribution activities


• Activities of successful and effective leaders: (continued)

– What do successful managers do?• Networking: using speed of promotion as the

measure of success



– 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



– 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


• Traditional leadership development programs

• Contemporary leadership development approaches– Research based– Strategy based– Values based


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

Questions

Learning Objectives

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