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Brandon CruzElizabeth Honeywell

Dale LendrumJennifer Niccoli

Erick Puente

TRAITS PERSPECTIVE: THE BORN LEADER

“Heroic Model” of leadership

Leaders are born, not made

Leadership is a person, not a process

TRAITS

Traits - relatively enduring characteristics of an individual that highlight differences between people and that are displayed in most situations.

Physical traits

Personality traits

Can you name a few?

PHYSICAL TRAITS

Height

Weight

Physique

Hygiene

Attractiveness

PERSONALITY TRAITS

Sociable

Outgoing

Intelligence

Confidence

Trustworthiness

Integrity

TRAITS MUST BE COHESIVE

+ =

Ineffective Leader

+ =

Highly Effective Leader

WHAT MAKES A GOOD LEADER?

Effective leaders – Fielder & House (1988)

No universal traits – Stogdill (1948, 1974) Gallup Organization study

AS IT TURNS OUT…

Leadership resides in transactions between followers and leaders.

Traits are important, but leaders are developed.

STYLES PERSPECTIVE

Laissez-faire style

AKA “The Do Nothing Approach”; a non- leadership style, group leaders avoid decision making and taking action

Democratic style

A leadership style which encourages group participation, and seeks a balance between task and social dimensions of the group

i.e. Voting for the president

Autocratic Style

AKA “My word is the law”; a highly directive style of leadership that exerts control over group members

i.e. Vladimir Putin (Forbes List #3 most powerful man in the world)

SITUATIONAL (CONTINGENCY) PERSPECTIVE

Matching styles with circumstances

“It Depends” approach

Leaders with strong confidence perform at high

levels

HERSEY AND BLANCHARD MODEL OF EFFECTIVE LEADERSHIP

Three variables of the Situational Model

1. Guidance & Direction2. Relationship support

provided by leader

3. Readiness level

LEADERSHIP STYLES

1. Telling Style – high task, low relationship

2. Selling style – high task, high relationship

3. Participating style – low task, high

relationship

4. Delegating style – low task, low relationship

Readiness - the extent to which a follower demonstrates the ability and willingness to accomplish a specific task.

Ability: the knowledge, experience and skill that an individual or group brings to a particular task or activity.

Willingness: the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task.

FUNCTIONAL PERSPECTIVE

Performing the functions and responsibilities leads to success.

GROUP PROCEDURAL RESPONSIBILITIES

Plan an agenda

Handle routine “housekeeping” details

Prepare for next meeting

TASK RESPONSIBILITIES

1. Initiate a solid structure

2. Seek information

3. Give information

4. Offer informed opinions

5. Clarify, summarize and elaborate

SOCIAL RESPONSIBILITIES

Facilitate involvement and communication

Harmonize – establish a supportive climate (confronting disruptive members)

Express feelings – when appropriate and promotes a supportive environment

Leadership - certain functions or responsibilities that must be performed for the group to be successful

Task and Maintenance - functions essential to a group

Leader as Completer - leaders performing essential functions within a group that other members have failed to perform

Vital Functions - leaders performing key responsibilities different in kind and/or degree from other members

SERVANT LEADERSHIP PERSPECTIVE

Albert Dunlap – ethical leader or cold blooded businessman?

PRINCIPLES OF ETHICAL LEADERSHIP

Q: A leader who focuses on the needs of the followers and helps them to become more knowledgeable, more free, autonomous, and more like servants themselves is a…?

SERVANT LEADERSHIP

5 elements of communication ethics:

1. Scrupulously honest2. Respectful and fair toward others3. Provides choices when possible4. Responsible for helping group achieve goals in

ethically acceptable ways5. A servant leader must be a moral leader

CULTURE & LEADERSHIP ARE LEADERSHIP THEORIES UNIVERSAL?

“American in character”

Prevailing theories/98% of empirical evidence suggest so

Leadership behaviors

Can they be universally applied across cultures? Why or why not?

Some universally accepted, some culturally specific

In what cultures might “American in Character” leadership

theories be inappropriate?

GLOBE RESEARCH PROJECT REVEALED

Collaborative Group170 scholars worldwide62 cultures studied17,300 individuals studied951 organizations

The amount of status accorded leaders vary widely among cultures.

A number of countries idealize strong leadersOthers, such as Scandinavian countries are skeptical for fear

of abuse of power.

Some Universals

Exist

Trustworthy and honest

Planning ahead/Foresight

Positive and encouraging

Motivating and dynamic

Informed and

Communicative

Effective Leaders adapt to changing situations

Leadership and communication competence are inextricably bound

GLOBE RESEARCH PROJECT REVEALED

BEFORE WE ADJOURN…

Q: Do Hitler, Stalin and Charles Manson qualify as servant leaders?