Leadership Development through Theory and Practice—EDD 8125

1. Leadership Development through Theory and Practice—EDD 8125 Dr. Karen Bowser – Summer 2011

2. Objectives of Leadership Development in Theory and Practice • Analyze various leadership theories and models that provide the conceptual frameworks for organizational leadership and organizational development. • Examine the elements of effective leadership development. • Assess, make judgments, and generate solutions regarding the effectiveness of your own organization, using the theories, principles and models used in the course • Compare and contrast the role of the leader in various leadership theories as related to organizational leadership

3. Postings • June 5-First face-to-face—Posts 1-5 • July 31--Second face-to-face—Posts 6-9

4. Getting to Know You as a Leader

5. Getting to Know You • Your partner has been asked to appear on a television talk show as a qualified speaker on leadership. • Interview your partner to identify the following: • Name and current position • Most memorable leadership positions that he or she has held or hold now in organizations—career, religious or community • Identify one characteristic about your interviewee that makes him or her unique. • Describe your interviewee’s leadership style. • Identify your partner’s out-of-the-box thinking about the future leadership person this classmate could hold. • Switch roles • When it is your turn, you will become a famous interviewer and introduce your guest. • (Keep it to under 3 minutes.)

6. Defining Leadership Session One

7. Leadership is… • With your group, quickly complete this statement with as many phrases as you can. • Share responses

8. Session OneDefining Leadership: Traits, Skills, and Styles Approaches • Definition of leadership

9. Definition of Leadership • Focus of group processes • Personality perspective • Behavior • Power relationship • Instrument of goal achievement • Skills perspective Northouse, P.G. (2010). Leadership theory and practice. Thousand Oaks, CA: Sage Publications

10. Definition of Leadership • Leadership is a process—transactional event • Leadership involves influence. – how the leader affects the followers • Leadership occurs within a group context. • Leadership involves goal attainment.—Leadership involves getting a group of people to do something. Northouse, P.G. (2010). Leadership theory and practice. Thousand Oaks, CA: Sage Publications

11. Responsibilities of a Leader • Initiates the relationship • Creates the communication links • Carries the burden of maintaining the relationship

12. Definition of Leadership • “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” (p. 3). Northouse, P.G. (2010). Leadership theory and practice. Thousand Oaks, CA: Sage Publications

13. Post One • What did you learn about your leadership style from completing the Leadership Trait Questionnaire (Northouse, 2010, pp. 33-35)? • Were your perceptions about yourself similar to those of the people who rated you? • Where did they differ? • What have you learned?

14. Are leadership and management the same thing?

15. Northouse, P.G. (2010, p. 10). Leadership theory and practice. Thousand Oaks, CA: Sage Publications.

16. Leadership Theory

17. Northouse, P.G. (2010, p. 5). Leadership theory and practice. Thousand Oaks, CA: Sage Publications.

18. Types of Power

19. Types of Power Northouse, P.G. (2010). Leadership theory and practice. Thousand Oaks, CA: Sage Publications,

20. Make a list of your group’s top ten leaders (living or dead). • Analyze these leaders by using the spheres of influence. • What makes a leader a great leader?

21. Traits of a Leader

22. Trait Leadership Theories • Based on the research of Stogdill (1948, 1974), Mann (1959), Lord, DeVader, and Alliger (1986), Kirkpatrick and Locke (1991), these five leadership traits emerged as a constant: • Intelligence • Self-confidence • Determination • Integrity • Sociability

23. Divergent Thinking • Outliers: The Story of Success by Malcolm Gladwell • People do not rise from nothing! • Influences of family, birthplace, and even birth date, and blooming where you are planted can make a difference. • The rule of 10,000 hours—Bill Gates, the Beatles • Write down as many uses as possible for each of these items: • A brick • A blanket • What does this tell you about leadership traits? • Threshold—the point at which certain factors no longer make a difference; i.e. height in basketball; IQ at Harvard

24. Divergent Thinking • What made Rosa Parks a leader? What advantages did she bring to that bus seat? • The Real Pepsi Challenge: The Inspirational Story of Breaking the Color Barriers in 1940s in American Business (Chapparell, 2007). • In the late 1940s and 50s, Jackie Robinson changed the face of baseball • At that same time twelve African-American businessmen became among the first black Americans to work at professional jobs in corporate America and to target black consumers • The campaign succeeded boosting Pepsi’s earnings and market share

25. Leadership Styles

26. MISSION, VISION, LEADERSHIP STYLES • Leaders who challenge the process • Leaders who inspire the vision • Leaders who enable others to act • Leaders who model the way • Leaders who encourage the heart • Leaders who make a difference Kouzes, J. M., & Posner, B. Z. (2002). The Leadership Challenge. San Francisco: Jossey-Bass.

27. Group Assignment (will encompass Posts 1-5) • Each group will select one of the nine leadership styles. • You will have one hour to prepare your presentation. • Your goal is to help your classmates understand and remember your particular leadership style. • To that end, you will prepare a creative presentation that might include singing, dancing, rapping, pictures, a pneumonic, skit, etc.

28. Group Assignment (will encompass Posts 1-5) • You will provide the name of a well-known person who exemplified your style of leadership in a particular situation. • Be sure to identify the style’s strengths and weaknesses. • You will also provide an example of how this leadership style might be used in at least one of your team member’s organization.

29. Skills Approach to Leadership

30. Style Approach to Leadership

31. Situational Leadership

32. Contingency Theory

33. Path-Goal Theory

34. Leader-Member

35. Transformational Leadership

36. Team Leadership

37. Psychodynamic Approach to Leadership

38. Women in Leadership

39. Women’s Styles of Leadership • From a woman’s perspective… • From a man’s perspective… • Describe the best female boss for whom you ever worked. • Describe the worst female boss for whom you ever worked. • What are the strengths and weaknesses?

40. Leading from the Front • Meet and exceed the standards you ask of others—lead from the front. • Make timely decisions—find the 80% solution. • Seek to take responsibility before you begin to place blame. • True leaders dedicate themselves to service—take care of those you lead. • Think before you act—especially before you overreact. Morgan, A., & Lynch, C. (2006). Leading from the front: No excuse leadership tactics for women. NY: McGraw-Hill.

41. Leading from the Front • When faced with a crisis—aviate, navigate, communicate • Courage + Initiative + Perseverance + Integrity = Success • Don’t cry over something that won’t cry over you • Say you’re sorry only when you’re at fault • Always lead as you are • Final Thoughts on Leadership Morgan, A., & Lynch, C. (2006). Leading from the front: No excuse leadership tactics for women. NY: McGraw-Hill.

42. See you in July!