Leadership is the influencing process of leaders and followers to achieve organizational objectives through change.

1. Leadership is the influencing process of leaders and followers to achieve organizational objectives through change.

2. Key Elements of Leadership

3. Managerial Roles

4. 3 Levels of Leadership Analysis

6. Leadership Trait Theory attempts to explain distinctive characteristics accounting for leadership effectiveness to identify a set of traits that all successful leaders possess.

7. Behavioral Leadership Theories attempt to explain distinctive styles used by effective leaders or the nature of their work.

8. Contingency Leadership Theories attempt to explain the appropriate leadership style based on the leader, followers, and situation.

9. Integrative Leadership Theories attempt to combine the trait, behavioral, and contingency theories to explain successful influencing leader follower relationships.

10. Two Meanings of Personality The impression a person makes on others The unseen structures and processes inside a person that explain why we behave the way we do. We all form opinions of people from our observations. Frequently these observations take the form of statements about someone�s �personality.� This view of personality emphasizes a person�s social reputation. The implications for leadership come in the form of two distinct issues: �What kind of leader or person is this? And Is this somebody I would like to work for or be associated with?� Research has shown that observers have a very high degree of agreement when describing other�s behavior patterns. The second meaning of personality emphasizes the unseen structures and processes inside a person that explains why we do what we do. It explains why each person�s behavior tends to be relatively similar across different situations, BUT different from another person�s behavior.. We all form opinions of people from our observations. Frequently these observations take the form of statements about someone�s �personality.� This view of personality emphasizes a person�s social reputation. The implications for leadership come in the form of two distinct issues: �What kind of leader or person is this? And Is this somebody I would like to work for or be associated with?� Research has shown that observers have a very high degree of agreement when describing other�s behavior patterns. The second meaning of personality emphasizes the unseen structures and processes inside a person that explains why we do what we do. It explains why each person�s behavior tends to be relatively similar across different situations, BUT different from another person�s behavior..

11. Traits cannot be seen, but they can be measured through paper & pencil tests. Traits are a useful way of explaining why people act fairly consistently from one situation to the next. Knowing how different people react helps our leadership because we can anticipate reactions and prepare strategies for dealing with them. Traits play the most important role in unfamiliar, ambiguous situations--situations referred to as weak situations. Alternatively, situations dictated by clear specific rules or organizational policies are strong situations and personality plays a relatively unimportant role in these. Traits have the greatest impact on leaders in relatively weak situations, those with few policies, guidelines, or norms. It is exactly these types of situations where we depend most on our leaders and we want the most predictabilityTraits cannot be seen, but they can be measured through paper & pencil tests. Traits are a useful way of explaining why people act fairly consistently from one situation to the next. Knowing how different people react helps our leadership because we can anticipate reactions and prepare strategies for dealing with them. Traits play the most important role in unfamiliar, ambiguous situations--situations referred to as weak situations. Alternatively, situations dictated by clear specific rules or organizational policies are strong situations and personality plays a relatively unimportant role in these. Traits have the greatest impact on leaders in relatively weak situations, those with few policies, guidelines, or norms. It is exactly these types of situations where we depend most on our leaders and we want the most predictability

12. Great Man (Person) Approach Sought to identify the traits effective leaders possessed. The Great Man Theory holds that leaders and followers are fundamentally different. Compared to followers, leaders are supposed to possess a different set of personality traits and act differently than followers. However, empirical research has shown this to NOT be true.--leaders and followers typically are not different. However, there have been certain personality traits consistently associated with effective leaders.The Great Man Theory holds that leaders and followers are fundamentally different. Compared to followers, leaders are supposed to possess a different set of personality traits and act differently than followers. However, empirical research has shown this to NOT be true.--leaders and followers typically are not different. However, there have been certain personality traits consistently associated with effective leaders.

13. Big Five Model of Personality Research has shown that from the vast number of personality traits, five can consistently be used to account for most of the explanations of behavior. This is known as the Big Five Model. The Big Five Model carries with it some fancy words which have little meaning to me, so I have described them in my own terms. Surgency (The Center of the Universe Dimension). Gregarious, likes to be around people and influence them. Two dominate personality traits: dominance (extent to which a person likes or needs to control or influence others); and extroversion (outgoing and gregarious). Individuals high in surgency seek out positions of authority, like to lead others, and tend to be competitive; whereas leaders low in surgency tend to be more collaborative and deferential. Agreeableness ( I call this the fraternity/sorority dimension) This trait has high degrees of empathy, collegiality, or need for affiliation. How one gets along with people. Tend to have large circle of friends and empathetic to their feelings and experiences. Made up of three related personality traits: compassion (concern for others� feelings and problems) warmth (easy going, optimistic, friendly), sociable (makes friends easily). Research has shown that from the vast number of personality traits, five can consistently be used to account for most of the explanations of behavior. This is known as the Big Five Model. The Big Five Model carries with it some fancy words which have little meaning to me, so I have described them in my own terms. Surgency (The Center of the Universe Dimension). Gregarious, likes to be around people and influence them. Two dominate personality traits: dominance (extent to which a person likes or needs to control or influence others); and extroversion (outgoing and gregarious). Individuals high in surgency seek out positions of authority, like to lead others, and tend to be competitive; whereas leaders low in surgency tend to be more collaborative and deferential. Agreeableness ( I call this the fraternity/sorority dimension) This trait has high degrees of empathy, collegiality, or need for affiliation. How one gets along with people. Tend to have large circle of friends and empathetic to their feelings and experiences. Made up of three related personality traits: compassion (concern for others� feelings and problems) warmth (easy going, optimistic, friendly), sociable (makes friends easily).

14. Big Five Model of Personality Dependability ( I call this the �Bruce will take care of it dimension�). This is characteristic has a need for achievement. Concerns behavior patterns related to work. Planful, hardworking, follow through with their commitments, and rarely get into trouble. Dimension is made up of four personality traits: organization (methodical and detail oriented), credibility (keep promises and walk the talk), conformity (less likely to break the rules), and achievement orientation (sets high personal goals, willing to put in extra time to achieve them). Adjustment (I call this the turtle dimension) emotional stability and self control. How people react to stress, failure & personal criticism. This dimension is made up of two personality traits: steadiness (even keel, thrives on pressure) and self-acceptance (comfortable with themselves, can tolerate criticism). Intellectance (I call this the adventuresome or Curious George Dimension) (Openness to new experiences). Tend to be imaginative, broad-minded, and curious. Seeks out new experiences. Dependability ( I call this the �Bruce will take care of it dimension�). This is characteristic has a need for achievement. Concerns behavior patterns related to work. Planful, hardworking, follow through with their commitments, and rarely get into trouble. Dimension is made up of four personality traits: organization (methodical and detail oriented), credibility (keep promises and walk the talk), conformity (less likely to break the rules), and achievement orientation (sets high personal goals, willing to put in extra time to achieve them). Adjustment (I call this the turtle dimension) emotional stability and self control. How people react to stress, failure & personal criticism. This dimension is made up of two personality traits: steadiness (even keel, thrives on pressure) and self-acceptance (comfortable with themselves, can tolerate criticism). Intellectance (I call this the adventuresome or Curious George Dimension) (Openness to new experiences). Tend to be imaginative, broad-minded, and curious. Seeks out new experiences.

17. Disadvantages of Big 5 Model 5 factors are not enough to adequately encompass all the different personality traits Dimensions tend to be fairly heterogeneous internally, which makes them poor predictors of job performance

19. Achievement MotivationTheory attempts to explain and predict behavior and performance based on one�s need for achievement, power, and affiliation.

20. Need for Achievement Unconscious concern for excellence in accomplishments through individual efforts Goal oriented, set moderate, realistic, attainable goals Seek challenge, excellence, individuality Take calculated, moderate risk Desire feedback, work hard

21. Need for Power Unconscious concern for influencing others and seeking positions of authority Want to control situation, influence others Enjoy competition they can win Willing to confront others, seek positions of authority & status

22. Need for Affiliation Unconscious concern for developing, maintaining, and restoring close personal relationships Want to be liked by others, enjoy social activities, seek to belong Enjoy developing, helping, and teaching others More concerned about what others think of them rather than getting their own way