leadership

1. Leadership

3. The Story 25 explorers set sail from Victoria, Canada Expedition leader was V. Stefansson, a famous artic explorer Ship became locked in the ice 20 miles from Alaska, and began drifiting with the ice away from land Artic winter was approaching and the captain announced he was leaving the ship to find food. He took the best dogs and enough rations to last much longer than a hunt. The ship drifted 60 miles per day away from land in total darkness. Capt Bartlett, the second in command and Dr. Mackay decided to evacuate the ship and set up camp on the ice. The ship sunk after five months stuck in the ice.

4. The Story When the sun rose again, they could see Wrangel Island. They thought it was 20 miles away but in fact was over 100 miles. A group attempted to reach the island but didn�t make it and died Another group reached Herald Island, an unihabitable rock some 80 miles from Wangel. They had to decide to go back or press on to Wrangel. They pressed on and were never seen again.

5. The Story Capt Bartlett says he will go ahead and will bring back help. He and a companion leave, promissing to return with help in about 3 months He encounters ice walls between himself and the island. Give up and go back Try to go around them Go through them He chooses to go thru them and chips away at the ice until he can get over each successive wall of ice until he reaches Wrangel Island

6. The Story The stranded crew waits to be rescued, slowly starving and enduring the cold, the loneliness and not know if Bartlet would make it back, had died or just abandoned them If he didn�t get back, the expedition would either freeze or starve to death The Bartlett makes his way across the baron landscape of Wrangel and on to the ice again He travels 100 miles to Siberia and then 900 miles to Alaska. He tells his story and organizes a rescue After several attempts that were unsuccessful, one of the rescue ships makes it to the stranded party and rescues them

7. Bartlett and the members of the expedition acted as leaders during the adventure.

8. How?

9. The competencies of a leader according to Warren Bennis. Management of attention through vision Management of meaning through communications Management of trust through reliability and constancy Management of self through knowing one�s skills and using them effectively

10. Bartlett Vision of a rescue His ability to communicate it in a way that was believable History of reliability and constancy as the ordeal continued He knew he could do what most of us would think impossible

11. Crew Kept the dream of the rescue alive They communicated with each other keeping their sprits up and keeping themselves alive Day to day reliability Day after day, they do whatever it takes to keep themselves and the others alive

12. The Original Captain Betrays trust and gives up his right to leadership

13. Leadership as a collection of qualities Ancient Greeks, Chinese and Egyptians Greeks Justice and judgment Wisdom and council Shrewdness and cunning Valor and activism Egyptians introduced the idea of leaders and followers

14. Bass and Stodgill�s Handbook of Leadership (1990) Thirteen different approaches Group process Personality Action or behavior Instrument of good achievement Emerging effect of interaction Role needed in a social system Initiation of structure

15. Bass and Stodgill�s Handbook of Leadership (1990) Thirteen different approaches (continued) Act of inducing compliance Exercise in influence Form of persuasion Power relationship Joseph Rost reviewed 221 definitions Yukl said not nitpicking but genuine disagreement about the definition.

16. Definition Behaviors that influences guides, directs or controls a group. A dynamic interaction between leaders, followers and context

17. Ways of looking at Leadership Trait Theories Functional Theories Situational Theories

18. Trait Theories There are certain characteristics that leaders possess that make them leaders. Intellegence, values, appearance Physical, social, work related characteristics By themselves these theories didn�t explain why leaders became leaders.

19. Functional Traits give the potential but leadership is based on what people do. Initiating Structure (task oriented) Directs work activities Consideration (relationship oriented) Minds the climate in the organzation Both trait and functional theories focus on the leader Orientation called leadership style

20. Situational Leadership Combines functional leadership, e.g. what the leader does, with the readiness of the followers to follow within a given context in which the process takes place.

21. Leadership from a systemic and sociological perspective

22. Leadership from a systemic and sociological perspective Leaders and followers form a social system of relationships Interact within a context

23. Some Viewpoints on Leadership Charismatic Leadership

24. Charismatic Leadership Combines what the leader does (behavior) with what the leader is (characteristics) Focus on the relationship between the leader and the followers.

25. Charismatic Leadership Characteristics Charismatic leaders high in Dominance Self confidence Need for influence Belief in own values

26. Charismatic Leadership Behaviors Goal Articulation A transcendent goal inspires a movement - I have a dream Personal Image Building Behaviors that create impression of competence/success Prove his competence to the followers Leader role modeling of value system Gandhi models self sacrificing behavior of non violence Leader motive arousal behavior Message inspires needs in the followers that are needed to complete the task. (message of love=needs for affiliation=required for bringing together Hindu/Moslems/Christians) Leader communication of high performance expectations of, and confidence in, followers

27. Follower Behaviors Characteristics and behaviors of the charismatic leader encourage behaviors in the followers Trust, loyalty, unquestioning acceptance, obedience to the leader Emulation of leader�s value system Acceptance by followers of challenging goals Enhanced self esteem and performance expectations by the followers

28. The Result Effective follower performance if the behavior is appropriate to the task being accomplished

30. Leader-Follower Relationships Transactional Leadership

31. Transactional Leadership Classical management Focus on the leader and the follower Transaction Work for pay Work for psychological benefits (status, recognition or esteem) Requires appropriate role behavior Requires clear goals and appropriate instructions Transactional leadership focuses on the task.

32. Transactional Leadership Puts leaders and followers on opposite sides. Ebb and flow of power and reward depending on follower performance. High task performance=power and rewards to the follower. Low task performance=Leader exercises legitimate and coercive power. Promotes �game-playing�

33. Transformational Leadership

34. Transformational leadership Transforms the environment and the people in it Focuses on building an appropriate context and on enhancing the relationships of people within the system

35. Transforming the culture People can be trusted Everyone has a contribution to make Complex problems should be handled at the lowest level Norms are flexible adapting to changing environment Superiors are coaches, mentors, models

36. Transforming the leader�s behavior Identifying and articulating a vision-Behavior on the part of the leader aimed at identifying new opportunities for his or her unit/division/company, and developing, articulating, and inspiring others with his or her vision of the future. Providing an appropriate model-Behavior on the part of the leader that sets an example for employees to follow that is consistent with the values the leader espouses. Fostering the acceptance of group goals-Behavior on the part of the leader aimed at promoting cooperation among employees and getting them to work together toward a common goal.

37. Transforming the leader�s behavior High performance expectations-Behavior that demonstrates the leader's expectations for excellence, quality, and/or high performance on the part of followers. Providing individualized support-Behavior on the part of the leader that indicates that he/she respects followers and is concerned about their personal feelings and needs. Intellectual stimulation-Behavior on the part of the leader that challenges followers to re-examine some of their assumptions about their work and rethink how it can be performed.

38. Advantages of Transformational Leadership Eliminates jockeying for position (internal power balance) Evens the power balance Expands organizational productivity Makes the organization more and flexible adaptable to change in the environment. Improves follower satisfaction and motivation Makes the leader�s job easier-share the load

39. What is your leadership style-Transactional or transformational?

40. Situational Leadership The Hershey � Blanchard Model

41. Matches leadership style and behavior with the followers readiness to be led

42. Characteristics of the followers

43. Characteristics of R1 followers Unwilling or unsure of themselves Unable to complete task on their own. I don�t know how and I am not interested in putting myself out there to learn-tell me what to do and I will do it.

44. Leadership Style for R1 Followers Transactional-high task, low relationship Provide task information in digestible amounts Don�t overwhelm the follower Reduce fear of mistakes Focus on instruction Tell them what to do

45. Characteristics of R2 followers Unable to perform the task by themselves but they are trying. Tell me what to do and give me reasons why its important

46. Leadership style with R2 followers Blend of Transactional and transformational leadership Encourage questions Discuss details Explore related skills Explain �why� Give incremental steps to success Emphasize �how to�

47. Characteristics of R3 follower Has developed the skill but lacks the confidence to step out on his own. Student pilot on his first solo flight Has developed the skill but has lost his motivation to perform. Long term employee in a routine job

48. Leadership style with R3 follower Transformational leadership High relationship and low task management Combine leader-follower decision making Encourage and support Discuss apprehension Share responsibility

49. Characteristics of R4 followers Solid knowledge base Opportunity to practice and develop skills Excited and committed to the task

50. Leadership style with R4 followers Transformational leadership Develop the environment Delegate responsibility and authority and: Get out of the way.

51. The Tinkertoy Exercise