LEADERSHIP

The ability to inspire confidence and support among the people who are needed to achieve organizational goals

May be considered a long-term relationship, or partnership, between leaders and group members

Nature of Managerial Leadership:
*leader who is not a manager, and

*manager who is not a leader.
successful manager must necessarily lead others. Often you will find the terms leaders and managers are used interchangeably.
leadership is the process of...influencing others to understand and agree about what needs to be done and how it can be done effectively, and facilitating individual and collective efforts to accomplish shared objectives.

Among other things, the effectiveness of leaders, may be defined in terms of...

the consequences of their actions for others,
the attitudes of their subordinates,
their impact on group processes (e.g., decision-making, conflict resolution, etc.), and
their impact on productivity.

LEADERSHIP:
The ability to inspire confidence and support among the people who are needed to achieve organizational goals.

May be considered a long-term relationship, or partnership, between leaders and group members

Partnership:
The power between leader and group members is approximately balanced

Four things necessary in a partnership:
Exchange of purpose
A right to say no
Joint accountability
Absolute honesty

The power between leader and group members is approximately balanced


Four things necessary in a partnership:
Exchange of purpose
A right to say no
Joint accountability
Absolute honesty

Leadership versus Management:

Leadership deals with:

-Change
-Inspiration
-Motivation
-Influence

Management deals with:

-Planning
-Organizing
-Directing
-Controlling

Leadership Matters
The results of one study showed

transactional leadership was not significantly related to performance
charismatic leadership was slightly, positively related to performance
in an uncertain environment, charismatic leadership was more strongly related to performance

Attribution:
Judging what people are like and why they do what they do.

What is someone really like?
What makes a person behave they way s/he does?

One Makes Attributions in Three Major Steps: The Behavior Occurs; the Person Determines if it Was Intentional; if so, the Person Determines its Causes

Correspondent Inferences
Using acts to judge dispositions.

We make judgments about what people are like based on what we are able to observe of their behavior.
Many causes of behavior.
People can conceal some of their traits.

Causal Attribution of Responsibility
*Answering the question of WHY?

*Kelley’s Theory of Causal Attribution

1-Consensus
    Extent to which other people behave the same.
2-Consistency
     Extent to which behavior is same at other times.
3-Distinctiveness
     Extent to which behavior is the same in other contexts.

Attribution Theory
The process of attributing causality to events

To simplify and understand complex social systems of human interaction, people interpret events in human terms
Most organizational successes are attributed to heroic leaders

Leadership Does Not Matter
Three major arguments against the importance of leadership include:

Substitutes for leadership
Leader irrelevance
Complexity theory

Substitutes for Leadership

Leader Irrelevance

Situational factors, outside the leader’s control, have the largest impact on outcomes

High-level leaders have unilateral control over only a few resources, and the control over these resources is limited by obligations to stakeholders
Firms choose new leaders whose values and behaviors are similar to previous leaders

Complexity Theory
Organizations are complex systems that cannot be explained by the usual rules of nature

Leaders and managers can do little to alter the course of the complex organizational system
A company’s fate is determined by factors outside the leader/manager’s control


Leadership Roles
Figurehead

Spokesperson
Negotiator
Coach and motivator
Team builder
Team player

Technical problem solver
Entrepreneur
Strategic planner

Sources of Leader Satisfaction
A feeling of power and prestige

A chance to help others grow and develop
High income
Respect and status
Good opportunities for advancement
A feeling of “being in on” things
An opportunity to control resources

Leader Frustrations
Too much uncompensated overtime

Too many “headaches”
Not enough authority to carry out responsibility
Loneliness
Too many problems involving people
Too much organizational politics

A Framework for Understanding Leadership
Leader characteristics and traits

Leader behavior and style
Group member characteristics
Internal and external environment

Essential Qualities of Effective Followers

Self-management

Commitment
Competence and focus
Courage