Shared mindset that represents a fundamental way of thinking about perceiving and understanding the world Running things on an even keel Today s best leaders accept the inevitability of change and crisis and recognize them as potential sources of energy and self renewal Telling employees what to do how to do it Distributed leadership Rejection of the win lose mentality Pursuing greater good Distribution of the credit attainment of organizational goals in an effective and efficient manner through planning organizing staffing directing and controlling organizational resources Read the Leadership Development Cases at the End of Every Chapter as a Supplement to the notes presented below An influence relationship among leaders and followers who intend real changes and outcomes that reflect their purposes reciprocal multidirectional non coercive Taking personal responsibility to achieve Involves Influence Intention Changes Challenge the status quo Purpose Followers Integrity Leaders and followers share goals Leaders must also be followers Moral ethical standards Chapter 1 Leadership Old Stability Control Competition Uniformity Self Centered Hero Leadership Paradigms New Change and crisis management Empowerment Collaboration Diversity Higher ethical purpose Humble Today s best leaders accept the inevitability of change and crisis and recognize them as potential sources of energy and self renewal Leadership v Management Direction Alignment Management Planning and budgeting keeping an eye on the bottom line Leadership Creating a vision and strategy Organizing and staffing Directing and controlling Creating boundaries Creating shared culture and values Helping others grow Reduction of boundary Relationships Focusing on objects Focus on people inspire Producing selling goods Acting bossy Based on personal power Facilitator coach Personal Qualities Emotional distance Expert mind Talking Conformity Organizational insight Outcomes Maintains stability Emotional connections Open Mind Listening Non conformity Insight into self Creates change and culture of integrity Leadership as an Art and Science Leadership is an art because many skills and qualities cannot be learned from a textbook It takes practice and hands on experience as well as intense personal exploration and development It is also science because a growing body of knowledge and objective facts describes the leadership process and how to use leadership skills to obtain organizational goals Theories of Leadership Great Man Trait Behavior Contingency influence Belief that leaders were born with certain heroic traits and natural abilities of power and influence Single great man who put everything together for people to follow Distinguishing characteristics intelligence energy etc 1920 s Focus on what a leader does correlation between leader behavior towards follow and leadership effectiveness 1950 s Emphasize that leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation Contextual and situational variables that influence what leadership behaviors will be effective Charismatic Leadership Leadership Vision Organizational Culture Refers to the leadership in uence based on qualities and charismatic personality of the leader Leaders in uence people to change by providing an inspiring vision of the future and shaping the the cultures and values to attain it Successful people who were expected to go far but reached a plateau How leaders interact and influence one another Interpersonal relationships are seen of the upmost importance Transformational Leadership Servant Leadership Relational Executive Derailment Top 7 Reasons 1 Acting with an insensitive abrasive intimidating bullying style 2 Being cold aloof arrogant 3 Betraying personal trust 4 Being overly ambitions self centered thinking of next job playing politics 5 Having specific performance problems with the business 6 Over managing being unable to delegate or build a team 7 Being unable to select good subordinates Eras of Leadership Era 1 Era 2 Era 3 Era 4 Pre industrial and pre bureaucratic Small organizations run by single individuals much easier to understand coordinate and control all activities Organizational growth necessitated implementation of hierarchy and bureaucracy Rational manager who impersonally directs and control others Japanese pioneered team leadership and superb quality Firms reengineered downsized changed to team based approaches Emergence of knowledge work horizontal collaboration and shift to influence theories Represents the learning leader emphasizes relationships and networks influence others through vision and values rather than power and control Constant experimentation and change Encourage development and growth of others Summarize theories Differences between them Short Response Topics Be able to Describe vision Leader Styles Describe the new reality for leadership picture of an ambitious desirable future for the organization or team Autocratic Leadership High Productivity http psychology about com b 2012 07 13 autocratic leadership psychology de nition of the week htm Shared leadership High morale and productivity Laissez Fair Leadership High Morale http psychology about com od leadership f laissez faire leadership htm Discuss the shift away from autocratic management to distributed power leadership distinguishing personal characteristics of a leaders such as intelligence honest self con dence and appearance Tendency to see the positive side of things and expect that things will turn out well ability to see solutions where others see problems and can instill hope in others Assurance in one s own judgements devision making ideas and capabilities develops con dence among followers meets challenges Truthfulness and non deception the quality of being whol integrated and acting in accordance with solid moral principles High motivation that creates high effort level by a leader Research rst initiated by University of Iowa autocratic groups performed the best felt hostile democratic performed almost as good and were all happy Research furthered by Tannebaum and Schmidt which indicated that leaders may utilize both approached dependent on the situation Extent to which a leader is sensitive to subordinates respect their ideas and feelings and establishes mutual trust extent to which leader is task oriented and directs subordinates work activities toward goal achievement behavior that displays a focus on the