NASHVILLE STATE Community CollegeWarehouse & Inventory Management

LOGI 1030

Leadership

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Leadership

How do you define leadership?

What are some characteristics or traits of a good leader?

The process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task

The ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of organizational or societal goals.

The ability to influence a group toward the achievement of a particular goal.

Leadership is creating a state of mind

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The ability to overcome adversity or obstacles

Being a “Servant-Leader”, serving people over self, humble

Have the ability to see adversity as an opportunity

Had a mentor at some point in their development as a leader

Desire and passion to lead and inspire

Self confident, charismatic and have a positive attitude

Knowledge of industry, business, and or group task at hand

Honesty or Integrity

High level of people skills

Take the initiative, assertive, driven or determined

Excellent communication skills with a willingness to speak up, take a position,or take charge

Visionary (forward looking)

Common Traits

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Primary Mechanisms of Successful Leadership

Attention: what do leaders pay attention to?

Reaction to Crisis: how do leaders react in a crises?

Role Modeling

Allocation of Rewards

Criteria for Selection and Dismissal

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Approaches to Leadership

• Power-Influence

• Traits and skills

• Leader Behavior

• Situational Approaches

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Types of Power

Referent: Influence over others which is acquired from being well liked orrespected by them.

Expert: Power derived through advanced knowledge or experience ina particular subject.

Legitimate: Flows from the person’s formal position and gives them authorityover defined matters.

Reward: Ability to reward another through possessing resources the other person values.

Coercive: Ability to obtain compliance through fear or punishment.

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The Use of Power

Source of Influence Commitment Compliance Resistance

Referent Likely Possible Possible

Expert Likely Possible Possible

Legitimate Possible Likely Possible

Reward Possible Likely Possible

Coercive UnlikelyYou betcha!

Possible Likely

Traits

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Traits of Successful Leaders

Adaptable Persistent

Alert to the social environment Self-confident

Achievement oriented Tolerant of stress

Assertive Willing to assume responsibility

Cooperative

Decisive

Dependable

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Skills of Successful Leaders

Intelligent

Creative

Diplomatic

Tactful

Good communication (written and spoken)

Knowledgeable of group dynamics

Persuasive

Good social skills

Behavior 9

Leadership Behavior

Effective leaders behave differently than ineffective leaders ….Duh!

In 1950 Ohio State conducted a leadership behavior study and here are some of themajor findings regarding “consideration” and “initiating structure”:

Consideration: mutual trust, concern for others, seeking subordinate participation,respect, and warmth

Initiating Structure: planning, organizing, defining, clarifying goals, and monitoring

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High Low

High

Low

High Performance

Low grievance

Low Turnover

Low performance

Low grievance

Low turnover

High performance

High grievance

High turnover

Low performance

High grievance

High turnover

Manager’s Initiating Structure

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Undesirable Behaviors

Emotional instability: Not able to handle pressure, moodiness, angry outbursts, etc…

Defensiveness: Signals lack of security and confidence in their position

Lack of Integrity

Weak interpersonal skills: Becomes more problematic at higher levels of responsibility

Overconfidence and arrogance

Style Sit Ldrshp12

• Effective leadership varies, not only with the person or group that is being influenced, but it will also depend on the task, job, or function that needs to be accomplished.

• The fundamental underpinning of situational leadership is there is no single “best” style of leadership.

• Effective leadership is task-relevant and that the most successful leaders are those that adapt their leadership style to the maturity of the individual or group they are attempting to lead/influence.

Situational Leadership

Different situations call for different leadership styles

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Levels of MaturityFrom Hersey and Blanchard’s Situational Theory

M1 People are both unable and unwilling to take responsibility to do something.They are neither competent nor confident.

M2 People are unable but willing to do the necessary job tasks. They are motivated but currently lack the appropriate skills.

M3 People are able but unwilling to do what the leader wants.

M4 People are both able and willing to do what is asked of them.

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Levels of MaturityFrom Hersey and Blanchard’s Situational Theory

M1 People are both unable and unwilling to take responsibility to do something.They are neither competent nor confident.

M2 People are unable but willing to do the necessary job tasks. They are motivated but currently lack the appropriate skills.

M3 People are able but unwilling to do what the leader wants.

M4 People are both able and willing to do what is asked of them.

Telling: tells people what, how , when and where (high task direction and low support)

Selling: provides both direction and supportive behavior (task direction and support)

Participating: the main role of the leader is facilitating and communicating, decisionmaking is shared (supportive behavior and little direction)

Delegating: The leader provides little direction and support

Adjusting and Matching Style to Level of Maturity

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Dictator:

Autocratic

Participative

Laissez Faire

A leader who uses fear and threats to get the job done. This style of leader also makes all the decisions.

All decision-making powers are centralized in the leader who does not entertain suggestions or initiative from subordinates. This type of leader does not trust anyone.

A leader who favors decision-making by the group. This leader typically gives instruction after consulting the group.

A free rein leader who does not lead, but leaves the group entirely to itself; such a leader allows subordinates to have maximum freedom.

Leadership Styles

Is there a right or a wrong style?

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Leadership Styles

Xformational Ldrshp17

Transformational Leadership TheoryKey Points

Definition:The process where an individual engages with others and creates a connectionthat raises the level of motivation and morality in both the leader and the follower.

• Develop a clear and appealing vision

• Develop a strategy for attaining the vision

• Articulate and promote the vision

• Act confident and optimistic

• Express confidence in the follower

• Use early success in small steps to build confidence in the individual or team

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Transformational Leadership Theory (continued)Key Points

• Adapt ideology incrementally to the conditions

• Identify and eliminate cultural disparities

• Articulate the ideology clearly and persistently

• Keep actions and decisions consistent with ideology

• Use cultural forms to emphasize ideology

• Emphasize continuity in socialization practices

• Manage the politics of subcultures

• Develop cultural maintenance leadership at all levels

Ldrshp general19

Leadership General

Leaders wear multiple hats:

At the exempt level employees are “agents of the company”

Employee advocates

Do not confuse “knowing a lot of technical stuff” with leading. In fact, many leaders do not know the extreme details about every aspect of the organization, but do knowenough to identify when to raise the “flag”. They also know who to go to in order to “get things done.”

Any others?

It is often stated that leadership is 80% people skills and 20% technical skills

General Powell20

Lessons from General Colin PowellFrom: A Leadership Primer

“Being responsible sometimes means pissing people off”

“The day soldiers stop bringing you their problems is the day you have stoppedleading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership”

“Don’t be buffaloed by experts and elites. Experts often posses more data thanjudgment. Elites can become so inbred that they produce hemophiliacs who bleedto death as soon as they are nicked in the real world.”

“ Don’t be afraid to challenge the pros, even in their own backyard.”

“ Never neglect details. When everyone’s mind is dulled or distracted the leadermust be doubly vigilant.”

“ You don’t know what you can get away with until you try.”

“Keep looking below surface appearances. Don’t shrink from doing so (just)because you might not like what you find.”

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“Organization doesn’t really accomplish anything. Plans don’t accomplishanything either. Theories of management don’t much matter. Endeavorssucceed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.”

“Organization charts and fancy titles count for next to nothing.”

“Never let your ego get so close to your position that when your position goes, your ego goes with it.”

“Fit no stereotypes. Don’t chase the latest management fads. The situationdictates which approach best accomplishes the team’s mission.”

“Perpetual optimism is a force multiplier.”

“Powell’s Rules for Picking People: Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done.”

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“Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.”

“Part I: Use the formula P=40 to 70%, in which P stands for the probability ofsuccess and the numbers indicate the percentage of information acquired.”

“Part II: Once the information is in the 40 to 70 range, go with your gut.”

“The commander in the field is always right and the rear echelon is wrong, unless proved otherwise.”

“Have fun in your command. Don’t always run at a breakneck pace. Take leavewhen you’ve earned it: spend time with your families.Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.”

“ Command is lonely.”

“Leadership is the art of accomplishing more than the scienceOf management says is possible.”

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