Slide 1Leadership!!!!I. Trait theoriesSlide 4II. Behavioral Styles TheoriesSlide 6Slide 7Slide 8Slide 9III. Contingency theoriesSlide 11Slide 12Situational Leadership ModelSlide 14IV. The Leadership Challenge by Kouzes and PosnerTen Commitments of LeadershipSlide 17Slide 18Slide 19Slide 20Slide 211. What types of leaders emerged?1. What types of leaders emerged? 2. Who were leaders?2. Who were leaders? 3. What leader behaviors were exhibited?3. What leader behaviors were exhibited?4. What occurred that helped you solve the 4. What occurred that helped you solve the problem?problem?5. What occurred that hindered you solving the 5. What occurred that hindered you solving the problem?problem?6. What did you learn about yourself?6. What did you learn about yourself?7. What did you learn about leadership?7. What did you learn about leadership?Leadership!!!!Leadership!!!!I. Trait theoriesI. Trait theoriesII. Behavioral styles theoriesII. Behavioral styles theoriesIII. Contingency theoriesIII. Contingency theoriesI. Trait theoriesI. Trait theoriesYour born with it or notYour born with it or not–Schwartzkopf book labeled needed traits for Schwartzkopf book labeled needed traits for an effective leader: intelligence, task an effective leader: intelligence, task knowledge, dominance, self-confidence, knowledge, dominance, self-confidence, honestyhonestyII. Behavioral Styles Theories II. Behavioral Styles Theories Leaders made not bornLeaders made not bornAutocratic, democratic, laissez-faireAutocratic, democratic, laissez-faireOhio State Studies: Two relevant leader Ohio State Studies: Two relevant leader dimensions of dimensions of Initiating StructureInitiating Structure and and Consideration for OthersConsideration for OthersBlake and Mouton’s Managerial Grid: Blake and Mouton’s Managerial Grid: Concern Concern for Productionfor Production and and Concern for PeopleConcern for PeopleCharismatic, Transactional, Transformational, Charismatic, Transactional, Transformational, Symbolic (culture)Symbolic (culture)RESEARCH RESULTSRESEARCH RESULTS- Transformational Leader Behavior- Transformational Leader Behavior – 1. articulating a vision; 2. – 1. articulating a vision; 2. providing a role model; 3. communicating high performance providing a role model; 3. communicating high performance expectations; 4. providing individualized support; 5. fostering the expectations; 4. providing individualized support; 5. fostering the acceptance of group goals; 6. providing intellectual stimulationacceptance of group goals; 6. providing intellectual stimulation- Transactional Leader Behavior- Transactional Leader Behavior – contingent reward behavior – contingent reward behavior- Agreeableness- Agreeableness – good-natured, cooperative, and trusting – good-natured, cooperative, and trusting- Extraversio- Extraversion – sociable, talkative, assertiven – sociable, talkative, assertive- Positive Affectivity- Positive Affectivity – people high in this have a tendency to have – people high in this have a tendency to have an overall sense of well-being and be positively engaged in the an overall sense of well-being and be positively engaged in the world around them in terms of achievement and interpersonal world around them in terms of achievement and interpersonal relationsrelations- Emotion Recognition- Emotion Recognition – ability to accurately assess how followers – ability to accurately assess how followers actually feel, to be sensitive to followers’ needs, to show empathy to actually feel, to be sensitive to followers’ needs, to show empathy to followersfollowersIII. Contingency theoriesIII. Contingency theoriesFiedler’s model: Leader effectiveness is Fiedler’s model: Leader effectiveness is contingent on match between leader style contingent on match between leader style and situational control. The leader’s style and situational control. The leader’s style is fixed, so match them to each situation.is fixed, so match them to each situation.Path-Goal theory: Use Directive, Path-Goal theory: Use Directive, Supportive, or Achievement-Oriented Supportive, or Achievement-Oriented leadership depending on situation. leadership depending on situation. Leaders can adapt style to each situation.Leaders can adapt style to each situation.Situational Leadership/Life Cycle theory: Situational Leadership/Life Cycle theory: Effective leadership results from leader’s Effective leadership results from leader’s style and follower’s readiness style and follower’s readinessSituational Leadership ModelSituational Leadership ModelTelling, A- high structure, low considerationTelling, A- high structure, low considerationSelling, B- high structure, high considerationSelling, B- high structure, high considerationParticipating, C- high consideration, low structureParticipating, C- high consideration, low structureDelegating, D-low consideration, low structureDelegating, D-low consideration, low structure C AB D Maturity LevelLowHigh4 3 21ModerateIV. The Leadership Challenge by IV. The Leadership Challenge by Kouzes and PosnerKouzes and PosnerTen Commitments of LeadershipTen Commitments of LeadershipPRACTICES COMMITMENTSChallenging the Process 1. Search out challenging opportunities to change, grow, innovate, and improve.2. Experiment, take risks, and learn from the accompanying mistakes.Inspiring a Shared Vision3. Envision an uplifting and ennobling future.4. Enlist others in a common vision by appealing to their values, interests, hopes, and dreams.Enabling Others to ActModeling the WayEncouraging the Heart5. Foster collaboration by promoting cooperative goals and building trust. 6. Strengthen people by giving power away, providing choice, developing competence, assigning critical tasks, and offering visible support.7. Set the example by behaving in ways that are consistent with shared value.8. Achieve small wins that promote consistent progress and build commitment.9. Recognize individual contributions to the success of every project.10. Celebrate team accomplishments