KIN 464 Leadership (continued)Outline of Current Lecture I. LeadershipII. Leadership and Management: Is there a difference?III. Sources of Power, Influence and AuthorityIV. Early Interest in LeadershipV. Leadership Styles and AttitudesVI. Likert’s University of Michigan StudiesVII. Fielder’s Contingency Theory of LeadershipVIII. Path-Goal ApproachIX. Transformational LeadersX. Transactional LeadersXI. Application of Leadership TheoriesCurrent LectureI. Leadershipa. process of inspiring or influencing members of a group to perform their tasks enthusiastically and competently.b. Why is it important?i. Flatter organizational hierarchy:1. shrinking management ranks and less bureaucracy 2. the push for greater speed, better customer responsiveness and on-going innovation 3. you need to be a leader to get respect and to get the best work out of employees.II. Leadership and Management: Is there a difference?a. Managersi. The words “leader” and “manager” are often used as if they were interchangeable.ii. Managers should be, but may not be, effective leaders.iii. Managers have “employees” who work under their direction and are accountable to them.iv. Employees receive pay and benefits for performing work assignments as directed by managers.b. LeadersThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.i. Leaders have “followers” who are loyal to them as long as they do notbecome disillusioned with the goals or tactics of the leader.ii. Followers receive personal satisfaction and a sense of satisfaction and a sense of value from being part of the leader’s group.iii. Managers who are effective leaders are clearly identified because of employee enthusiasm, loyalty, and dedication. iv. Leadership is part of management, but not all of it.v. Leadership occurs any time one attempts to influence the behavior of an individual or group.vi. Leadership is the human factor that binds together and motivates people to work toward common goals with enthusiasm. vii. Leaders have a higher, longer term vision III. Sources of Power, Influence and Authoritya. Understanding how managers influence employee performance requires an understanding of the sources of power that manager’s have to influence employee attitudes and behavior.b. Managers in formal organizations have legitimate power because of their position in the organizational hierarchy. c. Authority commensurate with the position accompanies this form of power.d. Types of Poweri. Reward Power 1. Person’s ability to provide rewardsii. Referent Power 1. Person’s unique personal characteristics that are appealing to othersiii. Expert Power 1. Person’s expertise, knowledge and skilliv. Coercive Power 1. Person’s ability to punishv. Legitimate 1. Person’s formal position in the organizationvi. Effective managerial leaders rely heavily on:1. Reward power2. Referent power IV. Early Interest in Leadershipa. Scientific Management Erai. The subject of leadership was given little attention by Taylor, Fayol, & Gantt. 1. It was mostly just about money and levels of production instead of building relationships and respect.ii. The so-called manager/leader of that day influenced workers to meet organizational goals by using a combination of:1. Legitimate power - positional power 2. Coercive power - punishment3. Money - if you performed well and produced more you got paid moreiii. Later Taylor introduced the dual-wage system – incentive wage plan (reward power).b. Hawthorne Studies i. Elton Mayo and his associates concluded social and psychological factors affected work performance.1. There needs to be trust and respect and good relationships between employees and bosses2. Good moral and how people feel is really important for sustaining long term success3. You must give people and opportunity to grow and be and example for them to do so.ii. Mayo stressed the need for managerial leadership to provide social and job satisfaction to employees, e.g. 1. individual & group relationships2. morale3. individual growth4. individual and team needs5. employee growth and satisfactionc. Trait Theory – trait theorists believed that individuals who are effective leaders have identifiable common traits i. The oldest approach to study of leadershipii. Trait theory concentrated on identifying the common traits that effective leaders possessiii. These traits may be physical, social or personality traits such as height, attractiveness, intelligence, creativity, enthusiasm, self-confidence, knowledge, tact, empathy etc.iv. Debunked by modern leadership scholars v. “The old assumption that ‘leaders are born’ has been discredited completely”1. leaders can be developed and taughtvi. Leadership situations vary widely, and personal traits required in one scenario may not match the need in anotherV. Leadership Styles and Attitudesa. Charismatic style i. Some individuals are charismatic and use personal magnetism to influence others e.g. 1. JFK, - “ask not what your country can do for you but what you can do for your country”2. Ronald Reagan, - the Great Communicator; could break down big ideas and effectively explain them to people3. Bill Clinton4. Paul Bryant, - charismatic; made people follow him without bribing or repercussions, they followed because they wantedb. Negative Style i. View employees negatively. ii. Subscribes to the view that people are lazy and thus relies on coercionand fear to influence behavior. iii. Negative leaders subscribe to McGregor’s Theory X attitude towards employees.1. Lazy, dislike work, just want the paycheck2. Will find Theory X people in a prison settinga. Undermine their superiors and refuse to listen and do whatever they want as soon as the boss turns his backc. Participative (Democratic) Style i. Also described as a democratic leadership style.ii. Allow employees to have greater input in the decision-making processwhen the subject directly affects them. iii. The foundation of participative leadership rests with McGregor’s Theory Y assumptions about people => Empowerment d. Free-rein or Laissez Fairei. Leadership styles may overlap.1. An effective leader will tailor his or her style to the situation, to the types of followers, to their own personal traits, and to their attitude to people. 2. This is known as Situational Leadershipe. Pygmalion Effect or the Self-fulfilling Prophecyi. The