What Is Leadership A definition of management A definition of leadership Leadership practices Formal and informal leaders Prentice Hall 2001 Chapter 11 1 Controlling Planning The Functions of Management Leading Prentice Hall 2001 Organizing Chapter 1 2 Is there a difference between managing and leading Manager Leader Asks how and when Does things right Maintains Relies on control Prentice Hall 2001 Chapter 11 Asks what and why Does the right thing Develops Inspires 3 Leadership Practices Challenging the process Question the status quo That s the way we ve always done it Envision the future Review past first then look to future Reflecting on the past can enhance your ability to look ahead Prentice Hall 2001 Chapter 11 4 Leadership Practices Enlist others Leaders must communicate the vision in a way that attracts and excites members of the organization A chance to be tested Use of language Be positive SWA s essential difference is not machines and things Our essential difference is minds hearts spirits and souls Success is never final it must be earned over and over again or it disappears I am betting on your minds your hearts your souls and your spirit to continue our success Kelleher Prentice Hall 2001 Chapter 11 5 Foster collaboration Sharing information builds trust Strengthening others The paradox of power we become the most powerful when we give our power away Provide others with choice Offer visible support recognition Prentice Hall 2001 Chapter 11 6 Model the way Practice what you preach Do what you say you will do Encourage the heart Recognize contributions Build self esteem through confidence in others Celebrate accomplishments regularly Prentice Hall 2001 Chapter 11 7 Trait Theories of Leadership Ambition and Energy Desire to Lead Honesty and Integrity SelfConfidence Intelligence IQ EQ Job Relevant Knowledge Prentice Hall 2001 Chapter 11 8 Strong vision and articulation Self sacrificing risk taking Charismatic Unconventional novel behavior Leaders High expectations Build self esteem in followers Self confident dynamic Prentice Hall 2001 Chapter 11 9 Behavioral Theories Initiating Structure Ohio State Organizing assigning Consideration Friendly treats all as equals University of Michigan Prentice Hall 2001 EmployeeOrientation Take interest in emp needs Production Orientation Task focused Chapter 11 10 People are means to an end Hersey Blanchard Situational Leadership management Theory Readiness ability Behavior motivation of Leaders contingent of followers upon followers Unable and Unwilling Clear Specific Directions Telling Unable and Willing High Task Orientation selling Able and Unwilling Support Participation part Able and Willing Prentice Hall 2001 Chapter 11 Let Followers Perform Delegating 11 Empowering the Workforce Managers Workers Giving Accepting Up Controls Responsibility Prentice Hall 2001 Chapter 1 12 Leader Member Exchange Model Personal Compatibility and or Subordinate Competence Trust Leader High Interactions Subordinate Subordinate Subordinate A B C Subordinate Subordinate Subordinate D E F In Group Prentice Hall 2001 Formal Relations Out Group Chapter 11 13