INTRODUCTION

 Leadership
 “Taking people in a direction they would not
go otherwise”

 Ability to influence people to set aside their

personal concerns and support a larger
agenda

 Go above and beyond

 Is not a prescribed role

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CHANGING REQUIREMENTS FOR
SUCCESS

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INTERACTIONAL FRAMEWORK
MODEL

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 LEADERSHIP MYTHS

1. Leaders are born, not made

2. Leaders must be charismatic
3. Leadership exist only at the top
4. Leadership incompetence results from too little of
the “right stuff”
5. Leaders don’t delegate the important stuff
6. Leaders need to keep others at a distance

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 CHARACTERISTICS THAT PEOPLE
ADMIRE
_honesty__ _forward-looking____
__Inspiring______ ___Competent___

Followers’ Expectations of Leaders

 Followers judge, evaluate, and have expectations of
their leaders

 ILT: implicit leadership theories

 Preconceived ideas of what teams expect from
leaders

 LWI: leader is worthy of influence

 Teams more willing to be influenced by leader

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 IMPORTANT PERSONAL TRAITS IN
LEADERSHIP
 Intelligence
 Dominance
 Sociability
 Self-monitoring
 High energy level or drive
 Self-confidence
 Tolerance for ambiguity

 Leadership emergence_vs. Leadership _effectiveness

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 LESSONS IN LEADERSHIP TRAITS

 Leadership traits are not always good predictors of

leadership effectiveness

 Diversity in the types of people who have the propensity

to be effective leaders

 Traits that people often associate with successful leaders

may end up being _biasses or errors_that people have

 Great managers are able to show people they have what it

takes even when they do not fit the preconceived model –
they _behave_ like an effective leader

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 TRANSACTIONAL LEADERSHIP

An exchange or transaction between the leader and

follower – exchanges rewards and treatment for
desirable services from the subordinate
“Doing” effective leadership
1. Behaviors that focus on the _task_ at hand
2. Behaviors that focus on the _relationship_
between leader and follower
Task/Directive + Relationship/Supporting Behaviors
 Trust
 Influence

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 LEADER-MEMBER EXCHANGE (LMX)

 Types of transactions or exchanges that take place

between employees and the managers
 Trust
 In-group: positive relationship with leader
 Increased formal treatment (money, recognition)
 Increased informal treatment (favorable projects)
 In turn, feel __obligated to work harder_
 Out-group: do not enjoy a high quality exchange

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 LEADER’S ABILIT Y TO MOBILIZE AND
INFLUENCE

 point of view leader has allows:

1. to see what needs to be done

2. to understand the _underlying forces__that are

working in organization

3. to initiate actions to make things better

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 TRANSFORMATIONAL LEADER
BEHAVIORS
Transformational Leader Behaviors
 “seek to arouse and satisfy higher needs, to engage
the full person of the follower”

Articulating a vision
 Perception
 Filters
 Communication

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 ARTICULATE A VISION

Increase your eye contact

Vary the speed and volume of your voice
_repeat the vision often__
Explain the significance of the vision
_appeal_ to your audience’s values
Use metaphors
Use emotional appeals
Speak in positive terms
Use the term “_we_” instead of “_I_”

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PROVIDING AN APPROPRIATE MODEL

 Leader behavior that sets an example for employees

to follow that is consistent with the values the leader
espouses

 _role modeling_sets an environmental cue in the

mind of a person that this behavior is important and
that it should be emulated

 Moral Person Moral Leader article – ethically neutral

 DWYSYWD – Do what you say you will do

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 TRANSFORMATIONAL LEADER
BEHAVIORS
 Fostering the Acceptance of Group Goals
 “Behavior on the part of the leader aimed at promoting
cooperation among employees and getting them to work
together toward a common goal”
 _Superordinate_goal – all group effort
 Set goals that are SMART and require cooperation
 Encourage informal contact and reminders all in it
together

 High performance expectations

 behavior that demonstrates the leader’s expectations for
excellence, quality, and/or high performance on the part
of followers

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 “PYGMALION EFFECT”

 _Self-fulfilling prophecy__
 We form certain expectations of people
 We communicate those expectations to others
through behavioral cues
 People tend to respond to these cues by adjusting
their behavior to match them
 Result is that the original expectation comes true

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 TRANSFORMATIONAL LEADER
BEHAVIORS
 Providing individualized support
 leader behavior indicating that he/she respects followers and
is concerned about their personal feelings and needs

 Situational Leadership: Understanding the difference

between supportive and directive behavior

 Development level

 _competence and commitment__ of followers to perform a

particular task without supervision

 Factor that determines which of the four styles should be used

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 SITUATIONAL LEADERSHIP:
THE FOUR LEADERSHIP ST YLES

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 INTELLECTUAL STIMULATION

 Intellectual stimulation
 leader behavior that challenges followers to re-
examine assumptions about their work and rethink
how it can be performed
 Encouraging the imagination of employees
 _challenging the old way_of doing things
 Looking for better ways to do things
 Willing to take risks
 Making it acceptable to fail
 How motivated – fear of failure?
 How can you learn from failure?

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 BECOMING A LEADER

 Start with an assessment – _multiple__ sources

 Assertive effort to get cross-functional roles, stretch
growth
 Mentor and network
 _actively seek out and engage in leadership_in
leadership opportunities
 Don’t rely on someone to do it for you, you take
responsibility
 Leadership competence comes to those who choose
to lead
 Learn from hardships

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 JOURNALING

 ‘what is your leadership style?’

 Lead by building a relationship, leveraging my technical
knowledge by helping people learn and having them lean on
me for help. Portraying that they can trust me and I trust them.
 Assess your followers
 What impact can you make:
 I think by being a helpful leader you can have the impact of
making someone else just as helpful or more helpful. (think
golden rule).
 Actively seek out and engage in leadership opportunities
 Seek our leadership opportunities in a work setting.

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