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Leadership. Lecture # 17. Pete Rose on Leadership:. Some players you pat their butts, some you kick their butts, some players you leave alone. Power. Position Power Personal Power. Position Power. Legitimate (Traditional) Power. Position Power. Reward Power. Position Power.

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  1. Leadership • Lecture # 17

  2. Pete Rose on Leadership: • Some players you pat their butts, some you kick their butts, some players you leave alone.

  3. Power • Position Power • Personal Power

  4. Position Power • Legitimate (Traditional) Power

  5. Position Power • Reward Power

  6. Position Power • Coercive Power

  7. Position Power • Whatever the organization giveth, the organization can take away

  8. Personal Power • Expert Power Knowledge, Skills, and Abilities (KSA)

  9. Personal Power • Referent Power (Charisma)

  10. Personal Power • Referent Power (Charisma)

  11. Personal Power • You are the locus of this power, not your position • You can take this power with you to other organizations

  12. Leadership • Why do some people make better leaders than others? • Why is it helpful to organizations to identify leaders early?

  13. The Quest for Leadership Qualities…

  14. Three Approaches to Studying Leadership • Trait Approach • Behavioral Approach • Situational Approach

  15. Trait Approach • Aka the Great Man approach • looking for the Born Leader

  16. What Characteristics do Leaders Possess? • Intelligence (Knowledgeable) • Self-Confidence • Extroverted • Good Communicators

  17. But, these traits can be learned • For example, as one’s communication skill (a learned trait in itself) improves, one becomes more self-confident

  18. Continuing the Quest • Perhaps it’s not who a person is, but what a person does that matters…

  19. Behavioral Approach • Two dimensions of leader behavior were identified in multiple studies: • Task Orientation – Get the Job Done • Employee Orientation – Openness and friendliness of leader, concern for subordinates

  20. Blake & Mouton Grid • Included the two dimensions of leader behavior • Identified 5 distinguishable styles of leadership

  21. 5 Leadership Styles • 1,1 Impoverished or Laissez-Faire • 5,5 Middle of the Road or Organization Man • 1,9 Country Club • 9,1 Authoritarian or Task • 9,9 Team or Democratic

  22. Behavioral Approach • Seems to have answered which is the best style in general, but raises other questions, including: What style works best in particular situations?

  23. Situational or Contingency Approach • In what situations does a particular style work more effectively? • How do you identify one situation from another? • What are the essential characteristics of a situation?

  24. Fiedler and his associates • Developed a Contingency or Situational model of leadership • Identified four factors to consider when defining a situation

  25. Fiedler’s Model • Managerial Characteristics • Subordinate Characteristics • Task Characteristics • Organizational Characteristics

  26. Fiedler’s Model • Combined those four characteristics into three questions about a situation: • Leader-Member Relations: Good or Bad? • Task Structure: Structured or Unstructured? • Position Power of the Leader: Strong or Weak?

  27. Fiedler’s Model • Task • Task • Task • Employee • Employee • Employee • Task • Task

  28. Fiedler’s Model • In Very Certain situations, or Very Uncertain situations, a Task style seems to work best • In Moderately Certain situations, an Employee style seems to work best

  29. Fiedler’s Model • When things are quite clear, or very chaotic, people respond well to being told what to do. • Task Orientation • When the situation is moderate, people often need to be convinced or appealed to. • Employee Orientation

  30. Two Uses for Fiedler in Organizations • Find the right place (situation) for a manager’s leadership style

  31. Two Uses for Fiedler in Organizations • Provide additional training for the manager to better match his/her situation

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