Business Leadership Ch. 2 & 3

The trait theory of leadership

(1) basic intelligence (2) clear and strong values (3) high level of personal energy.

Enthusiasm

1. An important trait of a leader: 2. Form of persuasiveness that causes others to become interested and willing to accept the leader's accomplishments 3. Leaders can generate enthusiasm in followers

The Importance of Trust

1. Deal openly with everyone 2. Consider all points of view 3. Keep promises 4. Give responsibility 5. Listen to understand 6. Care about people

Kurt Lewin and his associates trained graduate assistants in behaviors indicative of three leadership styles:

1. Directive/autocratic 2. Participative/democratic 3. Free-reign/laissez-faire.

Persistence

1. Drive and determination to stick with difficult tasks are: 2. Important for business success 3. Important on the battlefield

Five Derailment Patterns

1. Failure to meet performance objectives. 2. Inability to build and lead a team. 3. Inability to build positive relations with co-workers. 4. Inability to adapt to changing bosses, followers, and situations. 5. Inadequate preparation for promotion

Negative Behaviors of Leaders

1. Incompetence 2. Rigidity 3. Intemperance 4. Callousness 5. Corruption 6. Cruelty

9 Respondents to the Leader Behavior Description Questionnaire (LBDQ).questionnaire described their leaders' behaviors toward them in terms of two dimensions:

1. Initiating structure 2. Showing consideration

The Michigan studies identified two similar dimensions of leadership behavior?

1. Job-centered—same as initiating structure. 2. Employee-centered—same as showing consideration.

Vitality

1. Leaders need strength and stamina 2. Effective leaders are electric, vigorous, active, and full of life, regardless of age or disability 3. To achieve goals, leaders need stamina, energy, health, and vigor

Ghiselli identified six traits as being important for effective leadership:

1. Need for achievement—seeking responsibility; working hard to succeed. 2. Intelligence—using good judgment; having good reasoning and thinking capacity. 3. Decisiveness—making difficult decisions without undue hesitation. 4. Self-confidence—having a positive self-image as a capable and effective person. 5. Initiative—being a self-starter; getting jobs done with minimal supervision. 6. Supervisory ability—getting the job done through others.

In recent years, two additional styles have been seen with such frequency that they are now listed as major styles:

1. The Paternalistic Manager—uses high concern for production (9,1) combined with use of rewards (1,9) in exchange for compliance and loyalty. 2. The Opportunistic Manager—uses whichever style will best promote his or her advancement (1,9 to please subordinates; 5,5 in interactions with peers; and 9,1 to gain favor with bottom-line-focused bosses).

The four cornerstones of Ernest Shackleton's leadership behavior are

1. leading by example 2. communicating a vision 3. keeping up morale 4. maintaining a positive attitude

core leadership qualities

1. vision 2. ability 3. enthusiasm 4. stability 5. concern for others 6. self-confidence 7. persistence 8. Vitality (energetic vs. lazy) 9. Charisma 10. integrity

Vision

A leader requires a strong sense of purpose Recognizes what must be done and does it Inspires others Causes him/her to accept the leadership duties

Kurt Lewin

During the 1930s, a growing emphasis on behaviorism in psychology moved leadership researchers in the direction of the study of leadership behavior versus leadership traits. A classic study of leadership behavior was conducted at the University of Iowa by ___________________ and his associates in 1939.

Self-Confidence

Gives the leader inner strength to overcome difficult tasks 1. People question a leader lacking self-confidence 2. Successful leaders stay calm and confident 3. Grace under pressure inspires others

Although transformational leadership was first discussed by J. V. Downton in 1973, its emergence as an important theory of leadership can be traced to

James MacGregor Burns

In 1945 Ralph Stogdill and others at Ohio State University developed an assessment instrument known as the

Leader Behavior Description Questionnaire (LBDQ).

Ability

Leaders must know the job Employees do not respect, and lose faith in, leaders who: 1. Fail to understand the job 2. Rely on others when making decisions, giving guidance, or solving problems Leaders must also: 1. Keep job knowledge current 2. Have an ability to understand information, formulate strategies, and make decisions

Stability

Leaders must understand their world and how it relates to others Leaders should not: 1. Bring personal problems to work 2. Be emotionally unstable

Integrity

The most important quality of leadership 1. Honesty, strength of character, and courage 2.m Leads to trust 3. Trust leads to respect, loyalty, and action

Five questionnaire items that measure showing consideration are

a. Be helpful to people in the work group. b. Treat all people in the group as your equals. c. Be willing to make changes. d. Back up what people under you do. e. Do little things to make it pleasant to be a member of the group.

Five assessment items measuring initiating structure are

a. Try out your own new ideas in the work group. b. Encourage the slow-working people in the group to work harder. c. Emphasize meeting deadlines. d. Meet with the group at regularly scheduled times. e. See to it that people in the group are working up to capacity.

Directive/autocratic

also known as authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their ideas and judgments and rarely accept advice from followers.

Free-reign//laissez-faire.

also known as delegative leadership, is a type of leadership style in which leaders are hands-off and allow group members to make the decisions. Researchers have found that this is generally the leadership style that leads to the lowest productivity among group members.

Participative/democratic

also known as participative leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process. Everyone is given the opportunity to participate, ideas are exchanged freely, and discussion is encouraged.

transformational leadership

can be used to describe the leadership of individuals such as Vince Lombardi. These leaders use optimism, charm, intelligence, and a myriad of other personal qualities to raise aspirations and transform individuals and organizations into new levels of high performance.

Edwin Ghiselli

conducted one of the most widely reported studies of leadership traits in the United States,evaluating over 300 managers from 90 different businesses

Transactional leaders

focus on exchanges between leaders and followers. An example would be a manager who exchanges pay and promotion for work performed. In contrast, transformational leaders focus on the potentialities of the relationship between the leader and followers. This leader taps the motives of followers to better reach the goals of both.

Rensis Likert

gave special attention to the impact of leaders' behaviors on worker motivation and the performance of groups.

Charisma

is a gift or power of leadership 1. Charismatic leaders Inspire others and bring forth loyalty. 2. They exhibit a combination of personal characteristics and behavior: Dominant Ambitious Self-confident Sense of purpose Are role models Demonstrate ability that elicits respect Have ideological goals with moral overtones Communicate high expectations and show confidence in meeting them Ignite the motives of followers

Sir Francis Galton.

is credited with being one of the earliest leadership theorists, mentioning the trait approach to leadership for the first time in his book Hereditary Genius published in 1869.

Initiating structure

the extent to which leaders take action to define the relationship between themselves and their staff, as well as the role that they expect each staff member to assume. Leaders who score high on initiating structure establish well-defined channels of communication and ways of getting the job done.

Showing consideration

the extent to which leaders take action to develop trust, respect, support, and friendship with subordinates. Leaders who score high on showing consideration typically are helpful, trusting, and respectful, and have warm relationships with staff members.

Paul von Hindenburg war hero and second president of post-World War I Germany

used a form of trait theory for selecting and developing leaders. He believed that leadership ability was determined by two primary qualities— 1. intelligence (bright versus dull) 2. vitality (energetic versus lazy).

Concern for Others

when the interests of others are put first, loyalty is built. is the heart of caring leadership 1. Leaders must never look down on others or treat people as machines 2. Must be concerned about others' welfare 3. never tear down, belittle, or diminish others 4. Leaders should possess humility and selflessness