1 Daily Information 1/30 Objectives: 1.Recognize the importance of leadership. 2.Describe leadership traits. 3.Identify leadership behaviors. Warm Up:

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Daily Information 1/30Objectives:

1.Recognize the importance of leadership.

2.Describe leadership traits.

3.Identify leadership behaviors.

Warm Up:

Grab a textbook

What is a manager? What is a leader? How are these terms similar and different? Can a person be an effective manager without being a leader?

Agenda:

1.Warm up2.Leaders vs. Managers P.P.3.Activities throughout P.P.4.Partner review questions5.Class review of questions6.Exit Ticket

Managers and LeadersThe Manager’s job is to plan, organize and

coordinate.

The Leader’s job is to inspire and motivate.

Leadership and management must go hand in hand. They are not the same thing, but they are linked and complementary to each other.

**Separating the two is likely to cause more problems than it solves.

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Leaders Vs. ManagersLeaders ManagersDoing the right

thing: “What should we be doing?”

Focus: Vision, mission, goals, objectives

Long-term viewConcerned with

what gets done

Doing things right: “How can we do what we’re already doing better?”

Focus: Productivity and efficiency

Short-term viewMore concerned with

how things get done

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Managers vs. LeadersThe manager administers; the leader

innovates

The manager is a copy; the leader is an

original

The manager maintains; the leader developsThe manager asks how and when; the leader

asks what and whyThe manager relies on control; the leader

inspires trust4

**Come up with your own and write it down in your warm up book

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Management Power

POSITION POWERPOSITION POWER comes from manager’s

position in theorganization

REWARD POWERREWARD POWERbased on the ability

to controlrewards and punishments

EXPERT POWEREXPERT POWER given to people because of

their superior knowledgeabout the work

(influence behavior)

IDENTITY POWERIDENTITY POWER given to people because others identify with and

want to be accepted by them (experienced or well-liked)

Influencing People

Power from employees

Effective Leadership

Power from position

Not related to Leadership

Leadership TraitsDriveDesire to leadHonest/IntegritySelf-Confidence

Emotional stabilityCognitive abilityKnowledge of the

business

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Work with a Partner: Read through these leadership traits and rate them in order of most important to least important to you (1 being the most important and 7 being the least important)

Leadership BehaviorsInitiating Structure ConsiderationConcern for productionSets goalsGives instructionsSets deadlinesAssigns TasksAffects job performance

Concern for peopleFriendlyApproachableSupportiveAffects job

satisfaction

***Leaders must also take actions that encourage people to achieve goals. Having the right leadership traits are not enough.

Blake/Mouton InterpretationBlake and Mouton used the two leadership

behaviors to categorize five different leadership styles

Both behaviors are rated on a 9 point scale, 1 represents low and 9 represents high.

Therefore a 9,9 or “high-high” leadership style is the best while a 1,1 or “low-low” leadership style is the worst

Review this grid on the next slide

Leadership StylesImpoverished Management (1,1)Country Club Management (1,9)Middle-of-the-Road Management (5,5)Authority-Compliance (9,1)Team Management (9,9)

According to Blake & Mouton, which one of the above have…• Have a high concern for production and low concern for

people• Care about having a friendly, enjoyable work environment

buy don’t really pay much attention to production• Show a moderate amount of concern for both people and

production

Partner ReviewPick a partner within your business group to

complete part 1 of the review questions for chapter 12.

Exit Ticket On your 3x5 card, write the following:

1.1-2 topics we discussed today that you are having a hard time understanding or you would like clarified for next class?

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Daily Information 2/2/2015Objectives:

1.Explain Fiedler’s contingency theory.

2.Describe how path-goal theory works.

3.Explain the normative decision theory.

Warm Up:

Do you believe that you have any of the leadership traits learned about last class? If so, which ones do you possess?

Agenda:

1.Warm up2.Exit ticket review from last class3.Leadership P.P.4.Individual assignment5.Partner review questions6.Class review of questions7.Venn Diagram 8.Exit Ticket

Leadership: The Situational ApproachThe third major method used in the study of leadership is

the situational approach (after traits and behaviors).There are three major situational approaches to

leadership:Fiedler’s Contingency TheoryPath-Goal TheoryVroom and Yetton’s Normative Decision Model

***All assume that the effectiveness of any leadership style depends on the situation.

Fiedler’s Contingency TheoryIn order to maximize performance,

leaders must be matched to the right leadership situation.

Leaders are effective when the group they lead perform well. Leaders are generally unable to change their leadership stylesLeaders are more effective when their styles are matched to the proper situation.

Fiedler: Leaders and Situations Fiedler assumes leaders to be

incapable of changing their leadership styles.

The key − matching leaders to situations…

Path-Goal TheoryClarify goals by solving problems and

removing roadblocksIncrease rewards for goal attainmentOffer something unique and valuable beyond

what employees’ are experiencing or can already do for themselves.

Path-Goal Theory: Leadership StylesDirective

Employees know precisely what is expected of themThey have specific guidelines for performing tasks and

scheduling workEmployees follow standards, rules and regulations

SupportiveApproachable and friendly to employeesTreat employees as equalsResults in employee satisfaction

Path-Goal Theory: Leadership StylesParticipative

Consult employees for suggestions and input before making decisions

Employees become more committed to the businessAchievement-oriented

Set challenging goalsHave high expectations of employeesDisplay confidence that employees will assume responsibility

and put forth extraordinary effort

Normative Decision TheoryHelps leaders decide how much employee

participation should be used when making decisions.

Ranging from no employee participation to letting employees make the entire decision

***See the “Levels of Employee Participation” scale and “Decision Rules” in the next slides

Strategic LeadershipThe ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization

***It is how leaders inspire others

Visionary LeadershipCreates a positive image of the future that motivates employees and provides direction for future planning and goal setting.

There are two kinds of visionary leadership:Charismatic LeadershipTransformational Leadership

Charismatic LeadershipCreate exceptionally strong relationships

between themselves and their followers.Have strong, confident, dynamic

personalities that attract followers to enable strong bonds.

There are two kinds of charismatic leaders:Ethical charismatics: provide developmental

opportunities for followers, share information, and have moral standards .

Unethical charismatics: control and manipulate followers to do what is best for themselves instead of the organization.

Charismatic vs. TransformationalArticulate a clear

visionModel values

based on visionCommunicate

high performance expectations

Establish strong relationships with others

Generate awareness and acceptance of purpose and mission

Get employees to see beyond their own needs for the good of the group

Get others to accomplish more than they intended and even more than they thought possible

Individual AssignmentReview your notes and in your own words, explain how visionary leadership (i.e., charismatic and transformational leadership) helps achieve strategic leadership.

**Turn this in for a grade

Partner ReviewPick a partner within your business

group to complete part 2 of the review questions for chapter 12.

Create a Venn Diagram Based on the information that you learned

about leaders and managers, create a Venn Diagram of the two.

What is a Venn Diagram? Uses intersecting circles to illustrate the

similarities, differences, and relationships between groups. Similarities between groups are represented in the intersecting portions of the circles, while differences are represented in the non-intersecting portions of the circles.

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Chocolate Peanut Butter

Exit Ticket On your 3x5 card, write the following:

1.1-2 topics we discussed today that you are having a hard time understanding or you would like clarified for next class?

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Daily Information 2/3/2015Objectives:

1.Explain the difference between a manager and a leader.2.Describe leadership traits and behaviors.3.Explain the difference between the three situational approaches to leadership.

Warm Up:

Complete your Venn Diagram from last class and turn in if you have not already done so.

Agenda:

1.Warm up2.Exit ticket review from last class3.Study Guide4.Class review of study guide5.Quiz next Class!!

Daily Information 2/2/2015Objectives:

1.Explain the difference between a manager and a leader.2.Describe leadership traits and behaviors.3.Explain the difference between the three situational approaches to leadership.

Warm Up:

Chapter 12 Quiz Today!!

Take out your study guide. You have 15 to review.

Agenda:

1.Warm up2.Ch. 12 Quiz3.Case Assignment

Case AssignmentRead through the case individually

and answer the follow-up questions