LEADERSHIP

The art of getting people to do what they really dont want to do and dont feel equipped to do against a timeline they dont believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible. Eric Gregory

Leaders vs. Managers

Leaders Vision Direction Goals Objectives Effectiveness Purpose Innovate Focus on people Inspire trust Managers Efficiency Day to day & Short run Administer Focus on systems & structure Rely on Managers Job control
Establish organizational mission

Leaders Job
Formulate Strategy for implementing mission

Implement organizational strategy

LEADERSHIP STYLES

Autocratic. Determines all policies. Assigns work to group members. Uses people to reach goals. Democratic. Encourages group to discuss policies. Allows members to work with whom they choose. Objective and fair in praise & criticism

LEADERSHIP STYLES
Laissez-Faire.

Passive attitude. Offers help only when asked. No pressure toward achievement. Charismatic. Natural born leaders. Arouse emotions within group. High energy, physical appearance, independence, verbal

TRAIT THEORY
Distinguishes leaders from non-leaders on the basis of certain personality traits. Often times its in the blood, like royal families, even the Kennedy family. A Modern Trait Profile: Leaders with Emotional Intelligence

Emotional Intelligence (EI): the ability to monitor and control ones emotions and behavior in complex social settings.

Behavioral Approach to Leadership

Theory X and Theory Y is a set of assumptions made about people in general. Theory X (Authoritarian)

Most employees dislike work and will avoid it whenever possible. Because most people dislike work, they have to be pushed, closely supervised, and threatened with punishment to get them to help achieve the objectives of the organization.

THEORY Y ( DEMOCRATIC)
Most people find work as natural as play or rest, and their attitude toward work is related to their experiences with it. People dont have to be threatened with punishment to be motivated to assist an organization to accomplish its goal.

More Successful Proposal

Team

Leadership Styles
Authoritarian Authoritarian
Task oriented Task oriented Strong on schedules Strong on schedules Expects directions to be Expects directions to be followed followed Intolerant of dissent Intolerant of dissent

Team Team
Task oriented Task oriented Positive examples Positive examples Fosters environment for Fosters environment for people to reach their highest people to reach their highest potential potential Works to strengthen bonds Works to strengthen bonds among team members among team members

Authoritarian
Country Club Country Club

Impoverished
Delegates and disappears Detaches from team Lets team work out power struggles Low commitment to task accomplishment

Country Club

Impoverished

Uses rewards almost Uses rewards almost exclusively exclusively Generally incapable of Generally incapable of coercive, punitive, or coercive, punitive, or disciplined action disciplined action Fears conflict Fears conflict

Less Successful Proposal

Blake & Mouton Managerial Guide, & Don Clark

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Managerial Grid
This is a model defined by Blake and Mouton in the early 1960s.
Country Club management Team management

Concern for People

High

Medium

Middle of the road management

Low

Impoverished management

Authoritycompliance

Low Medium High

Concern for Production (Task)

HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY

High

High

Task Behavior
Able and willing
High

Able and unwilling

Unable and willing

Unable and unwilling

Low

Follower Readiness

Quote
It is possible to fool yourself. It is possible to fool the people you work for. It is more difficult to fool the people you work with. But it is almost impossible to fool the people who work under you!