HED 362 – L. Good

LEADERSHIP

HED 362 – L. Good

Why do we need leadership?

“You don’t need leadership to eat a warm cookie. The only reason for leadership is to convince people to do things that are either dangerous or stupid. Generally speaking, wherever there is leadership, there’s lots of hollering and a few warm cookies. Let’s enjoy the lack of leadership while we have it.”

Scott Adams Don’t Step in the Leadership

HED 362 – L. Good

Leaders

Think of the most effective leader you have known Traits Situation

Think of the most ineffective leader you have known Traits Situation

HED 362 – L. Good

LEADERSHIP - Theories

Trait Theories1920’s – 1950’sPersonal characteristics

Intelligence, dominance, alertnessLeaders born not madeNo cause and effect between

leadership and traits

HED 362 – L. Good

LEADERSHIP - Qualities

HonestySingle most important ingredient is

integrityMeasured by observing behavior

Forward Looking (Vision)Sense of directionConcern for future

HED 362 – L. Good

LEADERSHIP - Qualities

InspiringEnthusiastic, energetic, positiveCheerleader

CompetentCapable and effective to lead toward

goalsNot a specialist in all areas – but takes

time to learn“Value-added” competence

HED 362 – L. Good

LEADERSHIP - Qualities

Fair-minded

Supportive

Broad-minded

Intelligent

HED 362 – L. Good

LEADERSHIP - Theories

Behavioral TheoriesLate 1940’s - 1950’sBehavior vs. traits

U of M studiesProduction centeredEmployee centeredPC less effective actual performance

HED 362 – L. Good

LEADERSHIP - Theories

Ohio State studiesInitiating structure

Well defined job guidelines, channels of communication

ConsiderationEmphasizes trust, respect, rapport, participatory decision making

HED 362 – L. Good

LEADERSHIP - Theories

Ohio State studies – findingsHigher Initiating Structure yielded high

proficiency ratings but more employee grievances

Higher Consideration yielded lower proficiency but lower absences

HED 362 – L. Good

LEADERSHIP - Theories

Contingency/Situational TheoriesAttention to the situation in

which leaders functionTrait and behavioral

theories were inadequate

HED 362 – L. Good

LEADERSHIP - Theories

Fiedler’s Contingency ModelGroup Performance contingent upon

Motivational system of leaderTask vs relationship

Degree to which leader has power and influence in a situation

HED 362 – L. Good

LEADERSHIP - Theories

3 situational factorsLeader-member relationship

Trust, confidence, respect for leaderTask structure

Clarity of specific jobPosition power

Inherent in leadership position

HED 362 – L. Good

Case

Individual has 8 subordinates who like him. He structures the job by making work assignments and by setting goals for required outputs. He is also responsible for reviewing the work of subordinates and is the main spokesperson for and evaluator of the employees at merit review time.

HED 362 – L. Good

Case

Is leader member relationship good or poor?Good

Is task-structure high or low?High

Is position power strong or weak?Strong

HED 362 – L. Good

LEADERSHIP - Types

Transformational leaders – Bezos, Gates Seek higher level needs- self-

actualizationInternal rewards – big risks/big changesVision- motivation for followersCharisma Inspirational motivation – work for

larger good of organization

HED 362 – L. Good

LEADERSHIP - Types

Transactional leaders –ClintonExchange process – rewards/benefits for

motivation/productivityContingent reward system- carrot/stickSmaller changes, lower risks MBOAutocraticCorrect by negative feedback/discipline

HED 362 – L. Good

Basic Needs

Safety

Love/Belonging

Self-esteem

Knowledge/understanding

Aesthetic

Self-actualization

Transformational Leadership helps you aim here

Transactional Mgt. gives these

HED 362 – L. Good

Primary Differences between Transformational & Transactional Leadership

Categories Transactional Transformational

Leader’s source

of power

Rank, position Character, competence

Follower reaction Compliance Commitment

Time frame Short term Long term

Rewards Pay, promotion, etc. Pride, self-esteem, etc.

Supervision Important Less important

Counseling focus Evaluation Development

Where change occurs Follower behavior Follower attitude, values

Where “leadership” found

Leader’s behavior Follower’s heart

HED 362 – L. Good

LEADERSHIP - Types

Servant Leaders (many unknown leaders)Leaders serve followersListens well – concerned

with allDo not necessarily strive

to be leaders