PERSPECTIVES ON EFFICIENT LEADERSHIP AN EVOLVING VIEW CHAPTER 5 PAGES 171-184 Brandon Cruz Elizabeth...
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Transcript of PERSPECTIVES ON EFFICIENT LEADERSHIP AN EVOLVING VIEW CHAPTER 5 PAGES 171-184 Brandon Cruz Elizabeth...
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PERSPE
CTIVES O
N
EFFIC
IENT
LEADERSHIP
AN
EV
OLV
I NG
VI E
W
CH
AP
TE
R 5
PA
GE
S 1
71
- 18
4
Brandon CruzElizabeth Honeywell
Dale LendrumJennifer Niccoli
Erick Puente
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TRAITS PERSPECTIVE: THE BORN LEADER
“Heroic Model” of leadership
Leaders are born, not made
Leadership is a person, not a process
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TRAITS
Traits - relatively enduring characteristics of an individual that highlight differences between people and that are displayed in most situations.
Physical traits
Personality traits
Can you name a few?
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PHYSICAL TRAITS
Height
Weight
Physique
Hygiene
Attractiveness
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PERSONALITY TRAITS
Sociable
Outgoing
Intelligence
Confidence
Trustworthiness
Integrity
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TRAITS MUST BE COHESIVE
+ =
Ineffective Leader
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+ =
Highly Effective Leader
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WHAT MAKES A GOOD LEADER?
Effective leaders – Fielder & House (1988)
No universal traits – Stogdill (1948, 1974) Gallup Organization study
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AS IT TURNS OUT…
Leadership resides in transactions between followers and leaders.
Traits are important, but leaders are developed.
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STYLES PERSPECTIVE
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Laissez-faire style
AKA “The Do Nothing Approach”; a non- leadership style, group leaders avoid decision making and taking action
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Democratic style
A leadership style which encourages group participation, and seeks a balance between task and social dimensions of the group
i.e. Voting for the president
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Autocratic Style
AKA “My word is the law”; a highly directive style of leadership that exerts control over group members
i.e. Vladimir Putin (Forbes List #3 most powerful man in the world)
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SITUATIONAL (CONTINGENCY) PERSPECTIVE
Matching styles with circumstances
“It Depends” approach
Leaders with strong confidence perform at high
levels
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HERSEY AND BLANCHARD MODEL OF EFFECTIVE LEADERSHIP
Three variables of the Situational Model
1. Guidance & Direction2. Relationship support
provided by leader
3. Readiness level
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LEADERSHIP STYLES
1. Telling Style – high task, low relationship
2. Selling style – high task, high relationship
3. Participating style – low task, high
relationship
4. Delegating style – low task, low relationship
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Readiness - the extent to which a follower demonstrates the ability and willingness to accomplish a specific task.
Ability: the knowledge, experience and skill that an individual or group brings to a particular task or activity.
Willingness: the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task.
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FUNCTIONAL PERSPECTIVE
Performing the functions and responsibilities leads to success.
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GROUP PROCEDURAL RESPONSIBILITIES
Plan an agenda
Handle routine “housekeeping” details
Prepare for next meeting
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TASK RESPONSIBILITIES
1. Initiate a solid structure
2. Seek information
3. Give information
4. Offer informed opinions
5. Clarify, summarize and elaborate
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SOCIAL RESPONSIBILITIES
Facilitate involvement and communication
Harmonize – establish a supportive climate (confronting disruptive members)
Express feelings – when appropriate and promotes a supportive environment
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Leadership - certain functions or responsibilities that must be performed for the group to be successful
Task and Maintenance - functions essential to a group
Leader as Completer - leaders performing essential functions within a group that other members have failed to perform
Vital Functions - leaders performing key responsibilities different in kind and/or degree from other members
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SERVANT LEADERSHIP PERSPECTIVE
Albert Dunlap – ethical leader or cold blooded businessman?
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PRINCIPLES OF ETHICAL LEADERSHIP
Q: A leader who focuses on the needs of the followers and helps them to become more knowledgeable, more free, autonomous, and more like servants themselves is a…?
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SERVANT LEADERSHIP
5 elements of communication ethics:
1. Scrupulously honest2. Respectful and fair toward others3. Provides choices when possible4. Responsible for helping group achieve goals in
ethically acceptable ways5. A servant leader must be a moral leader
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CULTURE & LEADERSHIP ARE LEADERSHIP THEORIES UNIVERSAL?
“American in character”
Prevailing theories/98% of empirical evidence suggest so
Leadership behaviors
Can they be universally applied across cultures? Why or why not?
Some universally accepted, some culturally specific
In what cultures might “American in Character” leadership
theories be inappropriate?
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GLOBE RESEARCH PROJECT REVEALED
Collaborative Group170 scholars worldwide62 cultures studied17,300 individuals studied951 organizations
The amount of status accorded leaders vary widely among cultures.
A number of countries idealize strong leadersOthers, such as Scandinavian countries are skeptical for fear
of abuse of power.
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Some Universals
Exist
Trustworthy and honest
Planning ahead/Foresight
Positive and encouraging
Motivating and dynamic
Informed and
Communicative
Effective Leaders adapt to changing situations
Leadership and communication competence are inextricably bound
GLOBE RESEARCH PROJECT REVEALED
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BEFORE WE ADJOURN…
Q: Do Hitler, Stalin and Charles Manson qualify as servant leaders?