LEADERSHIP

1. LEADERSHIP Fascinating phenomenon occurs in all groups regardless of geography, culture, or nationality. Word leadership did not appear in English language until 1300, but social phenomenon has been recognized since the beginning of recorded history--mostly with inherited position or societal position. It is a complex subject because it deals with so many variables. Bass reported in 1990 over 8,000 research projects had been done on leadership. I suspect that number has grown by at least 50% since then. Careful studies have shown leadership to account for 45% of an organization�s performance. Effective leadership can create shared beliefs, values, and be the difference between success and failure. It can modify follower�s interpretations and understanding of issues and events. Leaders can build empires and inspire fervor and dedication. They can also bring destruction on followers, organizations, and societies. Fascinating phenomenon occurs in all groups regardless of geography, culture, or nationality. Word leadership did not appear in English language until 1300, but social phenomenon has been recognized since the beginning of recorded history--mostly with inherited position or societal position. It is a complex subject because it deals with so many variables. Bass reported in 1990 over 8,000 research projects had been done on leadership. I suspect that number has grown by at least 50% since then. Careful studies have shown leadership to account for 45% of an organization�s performance. Effective leadership can create shared beliefs, values, and be the difference between success and failure. It can modify follower�s interpretations and understanding of issues and events. Leaders can build empires and inspire fervor and dedication. They can also bring destruction on followers, organizations, and societies.

2. What Do You Think? Your name Something important about yourself Describe a characteristic or behavior of the best leader you have known

3. Lions, Owls, & St. Bernards Followers you may lead - Leaders you may follow

4. Study of Leadership Early explanations focused on traits Education Motivation to achieve Assertiveness Fluency of speech Dominance Sociability In 1904, first attempt at explaining leadership effectiveness focused on intelligence. Examples of other traits studied were height, energy, socio-economic status, education, age, aggressiveness, and popularity. Between 1904 and 1970 hundreds of articles were published apparently finding significant links between traits and leadership effectiveness. Led to conclusion that leaders were born, not made. Subsequent research uncovered problems with trait theories: Could not agree on which traits were important, Trait research distinguished leaders from non leaders, not effective leaders from non-effective leaders. No consistent measure of traits No information on how much of a trait was needed to be effective. 1950s trait theory became less popular. Has been a renewed interest, but also a realization that many traits are learned behaviors, e.g. fluency of speech, administrative ability, assertiveness, etc. In 1904, first attempt at explaining leadership effectiveness focused on intelligence. Examples of other traits studied were height, energy, socio-economic status, education, age, aggressiveness, and popularity. Between 1904 and 1970 hundreds of articles were published apparently finding significant links between traits and leadership effectiveness. Led to conclusion that leaders were born, not made. Subsequent research uncovered problems with trait theories: Could not agree on which traits were important, Trait research distinguished leaders from non leaders, not effective leaders from non-effective leaders. No consistent measure of traits No information on how much of a trait was needed to be effective. 1950s trait theory became less popular. Has been a renewed interest, but also a realization that many traits are learned behaviors, e.g. fluency of speech, administrative ability, assertiveness, etc.

5. Study of Leadership Leadership Behaviors Considerate Structuring work activities Guiding followers Monitoring work activities and followers New models of leadership During 50s & 60s researchers sought ideal pattern of leadership behavior that would produce satisfaction and high performance among followers regardless of situation or type of followers. Significant results included considerate of followers personal feelings, active in structuring, guiding, and monitoring follower work activities. By mid 70s became clear there was no such behavior pattern. Most effective leadership behavior pattern varied depending on situation and type of followers. New theories of leadership began to emerge. These were known as contingency or situational theories. Common factor in these models is behaviors can be learned, therefore leadership training can be a key factor in effective leadership. We probably cannot learn how to be a Lee Iacocca or Martin Luther King, but we can learn about how effective leaders behave, how they diagnosis situations, and how to create environments in which effective leadership can occur.During 50s & 60s researchers sought ideal pattern of leadership behavior that would produce satisfaction and high performance among followers regardless of situation or type of followers. Significant results included considerate of followers personal feelings, active in structuring, guiding, and monitoring follower work activities. By mid 70s became clear there was no such behavior pattern. Most effective leadership behavior pattern varied depending on situation and type of followers. New theories of leadership began to emerge. These were known as contingency or situational theories. Common factor in these models is behaviors can be learned, therefore leadership training can be a key factor in effective leadership. We probably cannot learn how to be a Lee Iacocca or Martin Luther King, but we can learn about how effective leaders behave, how they diagnosis situations, and how to create environments in which effective leadership can occur.

6. Leadership as Process �A leader is best: When people know he exists; Not so good when people obey and acclaim him; Worse when they despise him. But of a good leader, who talks little when his work is done, his aim fulfilled, they will all say: �We did it ourselves.��

7. The Leader The �Leader� element explores what the person brings as an individual to the leadership framework and leader behaviors that promote effectiveness. Leaders are individuals and all individual characteristics which apply to people apply to leaders: personality, traits, position, experience, expertise, credibility, legitimacy, and many others. We will spend a significant amount of time addressing effective leadership behaviors, but we will quickly find that the effectiveness of those behaviors depend highly on situational and follower characteristics.Leaders are individuals and all individual characteristics which apply to people apply to leaders: personality, traits, position, experience, expertise, credibility, legitimacy, and many others. We will spend a significant amount of time addressing effective leadership behaviors, but we will quickly find that the effectiveness of those behaviors depend highly on situational and follower characteristics.

8. The Follower Understanding the element of �followers� is central to understanding leadership because the leader-follower relationship is in constant change. Followers also have characteristics and responsibilities in the leadership process. Followers bring to situations sets of expectations, values, sense of group, power, etc. We will address these issues and see how we as leaders must account for and deal with follower characteristics. Have you observed good followers? What characteristics did you observe?Followers also have characteristics and responsibilities in the leadership process. Followers bring to situations sets of expectations, values, sense of group, power, etc. We will address these issues and see how we as leaders must account for and deal with follower characteristics. Have you observed good followers? What characteristics did you observe?

9. Followers There is a trend toward greater power sharing and decentralizing authority in organizations, which in turn creates greater interdependence among organizational sub-units and increased need for collaboration among them. We will discover why this is true and when it is most effective. We will also discover that this may not be the best leadership strategy under some situations.We will discover why this is true and when it is most effective. We will also discover that this may not be the best leadership strategy under some situations.

10. The Follower