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CHAPTER ONE LEADERSHIP AND ITS IMPORTANCE 1-1 © 2006 Prentice Hall Learning Objectives After reading this chapter, you should be able to do the following: Define and describe the leadership process. Discuss the similarity of leadership and management in organizations. Describe how power, influence and authority are related to leadership. Describe the types of power often used by leaders. © 2006 Prentice Hall 1-2 Learning Objectives (cont.) After reading this chapter, you should be able to do the following: Describe traits leaders often posses. Discuss how leadership behaviors are critical to a leader's effectiveness. Describe how situational factors can affect a leader's success. Describe the three key tasks leaders must carry out in order to be effective. © 2006 Prentice Hall 1-3 Leadership Leadership is a process used by an individual to influence group members toward the achievement of group goals, where the group members view the influence as legitimate. © 2006 Prentice Hall 1-4 Core Characteristics of a Definition of Leadership Single individual usually fulfills the role for a group Systematic and continuous series of actions CORE CHARACTERISTICS OF LEADERSHIP Influence is viewed by followers as reasonable & justified © 2006 Prentice Hall Actions focus on influencing behavior Influence is directed toward achieving group goals 1-5 Leadership Effectiveness Indicators used to measure the effectiveness of leaders: Job performance Measures of followers’ attitudes. Group and organizational outcomes 1-6 © 2006 Prentice Hall Leadership vs. Management Many writers have suggested that … Leadership is "Doing the right things” or changing and developing more effective organizations. Management is “Doing things right" or a rational, mechanical, and administrative activity to achieve goals. Each of these views is incomplete and inhibits our ability to understand the leader/manager role. Management and leadership are closely related and that the same individuals usually perform both activities 1-7 © 2006 Prentice Hall Leadership Trait A relatively permanent characteristic that does not change as the individual moves from situation to situation. © 2006 Prentice Hall 1-8 Important Traits of Leaders from Early Research Physical or Personality or Background Ability Traits Traits Task or Social Traits Activity or energy Assertiveness Dominance Motivation to achieve Education Independence/Originality Responsibility Social status Self-confidence Initiative Administrative ability Persistence Fluency of speech Task orientation Social perceptiveness Cooperativeness Adaptability Sociability 1-9 Leadership Behaviors The following are specific examples of leader behaviors that many leaders use to influence followers: Explaining methods and techniques for followers to use in completing tasks. Being friendly and informative and encouraging two-way communication. Consulting with followers to obtain information and opinions before making important decisions. Praising followers for a job well done. Expressing high expectations and confidence in followers’ performance © 2006 Prentice Hall 1-10 Situational Factors and Leadership Certain situational factors replace followers’ needs for specific leader behaviors. In these situations, other factors often provide followers with guidance, motivation, and satisfaction. Examples of these factors include: Redesigned job tasks Self-managed work groups Reward systems Follower self-leadership Participative goal-setting programs © 2006 Prentice Hall 1-11 Three Key Leadership Tasks I. Diagnose situations and followers (Is a specific leadership behavior needed?) III. Modify situation and/or follower characteristics (Redesign job tasks or develop self leadership among followers) II. Provide needed leadership behavior for situation and follower characteristics (Provide rewards, direction, and/or support for followers) © 2006 Prentice Hall 1-12 Current Issues in Leadership Ethics and fairness Diversity Leadership development Leading organizational change Transformational leadership © 2006 Prentice Hall 1-13