What Is Leadership?PowerPoint PresentationIs there a difference between managing and leading?Leadership PracticesSlide 5Slide 6Slide 7Slide 8Slide 9Slide 10Hersey & Blanchard Situational Leadership (management) TheorySlide 12Leader-Member Exchange Model©Prentice Hall, 2001 Chapter 11 1What Is Leadership?•A definition of management•A definition of leadership•Leadership practices•Formal and informal leaders©Prentice Hall, 2001 Chapter 1 2PlanningPlanningControllingControllingLeading??Leading??OrganizingOrganizingThe FunctionsThe Functionsof Managementof Management©Prentice Hall, 2001 Chapter 11 3Is there a difference between managing and leading?•Manager–Asks how and when–Does things right–Maintains–Relies on control•Leader–Asks what and why–Does the right thing–Develops–Inspires©Prentice Hall, 2001 Chapter 11 4Leadership 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 5Leadership 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 6•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 7•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 8Trait Theories of LeadershipTrait Theories of LeadershipAmbitionAmbitionand Energyand EnergyDesireDesireto Leadto LeadSelf-Self-ConfidenceConfidenceHonestyHonestyand Integrityand IntegrityIntelligence (IQ) Intelligence (IQ) & (EQ) & (EQ) Job-RelevantJob-RelevantKnowledgeKnowledge©Prentice Hall, 2001 Chapter 11 9CharismaticCharismaticLeadersLeadersStrong vision and articulationStrong vision and articulationSelf-sacrificing, risk-takingSelf-sacrificing, risk-takingUnconventional, Unconventional, novel behaviornovel behaviorHigh expectationsHigh expectationsBuild self-esteem in followersBuild self-esteem in followersSelf-confident, dynamicSelf-confident, dynamic©Prentice Hall, 2001 Chapter 11 10Behavioral TheoriesBehavioral TheoriesOhio State Ohio State Employee-Employee-Orientation:Orientation:Take interest in emp. needsTake interest in emp. needsProduction-Orientation:Production-Orientation:Task focused,Task focused,People are means to an endPeople are means to an endUniversity ofUniversity ofMichiganMichiganInitiating Structure:Initiating Structure:Organizing & assigningOrganizing & assigningConsideration: Consideration: Friendly, treats all as equalsFriendly, treats all as equals©Prentice Hall, 2001 Chapter 11 11Hersey & BlanchardHersey & Blanchard Situational Situational Leadership (management) Leadership (management) TheoryTheoryAble and Willing Let Followers Perform“Delegating”Able and UnwillingSupport & Participation (part)Unable and WillingHigh Task Orientation (selling)Unable and Unwilling Clear, Specific Directions“Telling”Readiness (ability &motivation)of followersBehavior of Leaders (contingentupon followers)©Prentice Hall, 2001 Chapter 1 12EmpoweringEmpoweringthe Workforcethe WorkforceManagersManagersGivingGivingUp ControlsUp ControlsWorkers Workers AcceptingAcceptingResponsibilityResponsibility©Prentice Hall, 2001 Chapter 11 13Leader-Member Exchange ModelPersonalPersonalCompatibility Compatibility and/or and/or