LESSON FIVE Leadership Text LeadershipNotesVocabularyComprehensionDiscussionExercisesTranslationWritingFurther ReadingCaseStudyofGreyhoundLines,Inc.TermsERGtheoryhumanresourcesmanagementProfile JackWelch,Jr.ReferencesThedefinitionofLeadershipFiveimportancepotentialsourcesofpowerTraditionalapproachestostudyingleadershipThreegeneralcategoriesofleadershipbehaviorNewdevelopmentsThe EndTHE DEFINITION OF LEADERSHIPWhatisleadership?Whatmakesagreatleader?VisionWHAT MAKES A GREAT LEADER? Leadershipcanbetaughtandlearned.Leadershipseemstobethemarshalingofskillspossessedbyamajoritybutusedbyaminority.vt. To arrange, place, or set in methodical order.WHAT IS LEADERSHIP? Aleaderisonewhoinfluencesotherstoattaingoals.Thegreaterthenumberoffollowers,thegreatertheinfluence.Andthemoresuccessfultheattainmentofworthygoals,themoreevidenttheleadership.Thisdefinitionmaybeaccurate,butitfailstocapturetheexcitementandintriguethatdevotedfollowersandstudentsofleadershipfeelwhentheyseeagreatleaderinaction.Also,itgivesusfewcluesaboutwhatorganizationalleadersdoorwhatitreallytakestogainentryintoFortunesHallofFameforU.S.BusinessLeadership.(especially in the USA) it refers to a building or room containing small statues or similar memorials of people who have become famous in a particular activity. n. Strong attractiveness or appeal. Certain qualitiesLeadership and managementLeadership MetaphorsLeadership by a groupScientific theories of leadershipVISION Theimportantpoints ReasonsoffailtureResponsibilitiesVISION Thefacultyofseeing:eye,eyesight,seeing,sight.Archaiclight1. See see/not see. Unusualorcreativediscernmentorperception:farsightedness,foresight,prescience. See foresight.Anillusorymentalimage:daydream,dream,fancy,fantasy,fiction,figment,illusion,phantasm,phantasma,reverie. See real/imaginary.Somethingthatisforetoldbyorasifbysupernaturalmeans:divination,oracle,prophecy,soothsaying,vaticination.See foresight.Theymovepeopleandorganizationsindirectionstheyotherwisewouldnotgo.Theymaylaunchenterprises,buildorganizationcultures,winwars,orotherwisechangethecourseofevents.Theyaregiftedstrategistswhoseizeopportunitiesothersoverlook,buttheyarealsopassionatelyconcernedwithdetailsallthesmall,fundamentalrealitiesthatcanmakeormarthegrandestofplans.vt. To inflict damage, especially disfiguring damage, on; to impair the soundness, perfection, orintegrity of; spoilOutstandingleadershavevision.Theleadersjobistocreateavision.Havingavisionforthefutureandcommunicatingthatvisiontoothersareknowntobeessentialcomponentsofgreatleadership.Avisionisamentalimageofapossibleanddesirablefutureoftheorganization.Greatleadersseeintheirvisionwhatothershavenotthoughtof.Theystrivetorealizesignificantachievementsthatothershavenot.THE IMPORTANT POINTS AvisionisnecessaryforeffectiveleadershipApersoncandevelopavisionforanyjob,workunit,ororganizationMostpeople,includingmanagerswhodonotdevelopintostrongleaders,donotdevelopaclearvisioninstead,theyfocusonperformingorsurvivingonaday-by-daybasis.REASONS OF FAILTUREAninappropriatevisionmayreflectmerelytheleadersinternalneeds.Ainappropriatevisionmayignorestakeholderneeds.Ainappropriatevisionmaybebasedonaseriousmiscalculationoftheresourcesneededandavailabletoachieveit.Theleadermuststayabreastofenvironmentalchanges.RESPONSIBILITIES Effectivemanagersarenotnecessarilytrueleaders.Managersmustdealwiththeongoing,day-to-daycomplexitiesoforganizations.Whilemanagersengageinplanningandbudgetingroutines,leaderssetthedirectionorcreateavisionforthefirm.Managementrequiresstructuringtheorganization,staffingitwithcapablepeople,andmonitoringactivities;leadershipgoesbeyondthesefunctionsbyinspiringpeopletoattainthevision.Greatleaderskeeppeoplefocusedonmovingtheorganizationtowarditsidealfuture,motivatingthemtoovercomewhateverobstacleslieintheway.FIVE IMPORTANCE POTENTIAL SOURCES OF POWER Theleaderwithlegitimatepowerhastheright,orauthority,totellsubordinateswhattodo;TheleaderwhohasrewardpowerinfluencessubordinatesTheleaderwithcoercivepowerhascontroloverpunishments;Theleaderwithreferentpowerhaspersonalcharacteristicsthatappealtoothers;Theleaderwhohasexpertpowerhascertainexpertiseorknowledge;TRADITIONAL APPROACHES ThetraitapproachThebehavioralapproachThesituationalapproach.n. A distinguishing feature, as of a persons character. effective leader behaviors vary from situation to situation. The leader should first analyze the situation and then decide what to do. Look before you lead.THE TRAIT APPROACH Istheoldestleadershipperspectiveandwasdominantforseveraldecades.Thisapproachseemslogicalforstudyingleadership.Focusesonindividualleadersandattemptstodeterminethepersonalcharacteristics(traits)thatgreatleadersshare.GreatleadersGREAT LEADERS WinstonChurchillAlexandertheGreatGandhiNapoleonMartinLutherKingTHE PERSONALITY TRAITS OF EFFECTIVE LEADERS DriveLeadershipmotivationIntegritySelf-confidenceKnowledgeofthebusinessTheabilitytoperceivetheneedsandgoalsoffollowersandtoadjustonespersonalleadershipapproachaccordingly.THE BEHAVIORAL APPROACH Itattemptstoidentifywhatgoodleadersdo. Should leaders focus on getting the job done or on keeping their followers happy? Should they make decisions autocratically or democratically?THREE GENERAL CATEGORIES OF LEADERSHIP BEHAVIOR BehaviorsrelatedtotaskperformanceGroupmaintenanceEmployeeparticipationindecisionmakingNEW DEVELOPMENTS SubstitutesforleadershipCharismaticleadershipEmpowermentTransformationalleadershipLeadershipagendaSUBSTITUTE FOR LEADERSHIPSituationalsubstitutescanprovidethesameinfluenceonemployeesthatleadersotherwisewouldhave.Certainsubordinate,task,andorganizationalfactorsaresubstitutesfortaskperformance-orientedandgroupmaintenance-orientedleaderbehaviors.E.G.Groupmaintenancebehaviorswillhavelessimpactifsubordinatesalreadyhaveaclosely-knitgroupSubordinateshaveaprofessionalorientationThejobisintrinsicallysatisfyingThereisgreatphysicaldistancebetweenleaderandsubordinates.Taskperformanceleadershipislessimportantifsubordinateshavealotofexperienceandability,feedbackissuppliedtoemployeesdirectlyfromthetaskorbycomputer,ortherulesandproceduresarerigid.Theconceptofsubordinatesforleadershipdoesmorethanindicatewhenaleadersattemptsatinfluencewillandwillnotwork.Itprovidesusefulandpracticalprescriptionsforhowtomanagemoreefficiently.CHARISMATIC LEADERSHIPCharismaisaratherevasiveconcept;itiseasytospotbuthardtodefine.Accordingtoonedefinition,charismapacksanemotionalwallopforfollowersaboveandbeyondordinaryesteem,affection,admiration,andtrust.Thecharismaticisanidolizedhero,amessiahandasavior.Charismaticleadersaredominantandself-confidentandhaveastrongconvictioninthemoralrighteousnessoftheirbeliefs.Theystrivetocreateanauraofcompetenceandsuccessandcommunicatehighexpectationsforandconfidenceinfollowers.Charismaticleaderarticulatesideologicalgoals.Leaderswhopossessthesecharacteristicsinspireintheirfollowerstrust,confidence,unquestioningacceptance,willingobedience,emotionalinvolvement,affectionfortheleader,andhigherperformance.CharismaticauthorityReligiouscharismaticleadersPoliticalcharismaticleadersEMPOWERMENTEnhancingtheirconfidenceintheirabilitytoperformtheirjobsandtheirbeliefthattheyareinfluentialcontributorstotheorganization.ResultsinchangesinemployeesbeliefsTheresultisthatpeopletakemoreinitiativeandpersevereinachievingtheirgoalsandtheirleadersvisioneveninthefaceofdifficulty.EMPOWERING PEOPLE MEANS :AllowingthemtoparticipateindecisionmakingExpressingconfidenceintheirabilitytoperformathighlevelsDesigningtheirjobssotheyhavegreaterfreedomSettingmeaningfulandchallenginggoalsApplaudingoutstandingperformanceEncouragingpeopletotakepersonalresponsibilityfortheirwork.TRANSFORMATIONAL LEADERSHIPChangethingsfromwhatcouldbetowhatisThreeprimarywaysThefourskillsTHREE PRIMARY WAYS OF GENERATE EXCITEMENT FirstTheyarecharismatic.SecondTheygivetheirfollowersindividualizedattention.ThirdTransformationalleadersareintellectuallystimulating.THE FOUR SKILLS TohaveavisionTocommunicatetheirvisionTobuildtrustbybeingconsistent,dependable,andpersistentTohaveapositiveself-regard.LEADERSHIP AGENDA Dwight Eisenhower Three ActivitiesTHREE ACTIVITIES Createanagendaforchangefortheirbusiness.Developinterpersonalnetworksandotherresourcesthatcanhelpthemaccomplishtheiragendas.Ensuringthatthenetworksaresuccessfulatimplementationoftheagenda.Suchanagendashouldincludeavisionofwhatcanbeandwhatshouldbe.Thisvisionshouldintoaccountthelegitimatelong-terminterestsoftheorganizationsstakeholders.Theagendashouldalsoincludeastrategyforachievingthevision.n. One who has a share or an interest, as in an enterprise.Thesuccessfulgeneralmanagersshoulddevelopinterpersonalnetworksandotherresourcesthatcanhelpthemaccomplishtheiragendas.Thenetworkmustincludeahighlymotivatedcoregroupofpeoplewhoarecommittedtomakingthevisionarealityandhavethekeysourcesofpowerneededtoimplementtheleadersstrategy.Oncetheseagendasandnetworksareinlargelyinplace,thesuccessfulmanagersturntheirattentiontoensuringthatthenetworksaresuccessfulatimplementationoftheagenda.Creatingvisionaryagendas,buildingnetworks,andimplementingtheagendasarekeyingredientsofeffectiveleadership.DO CERTAIN QUALITIES MAKE A LEADER?Talentandtechnical/specificskillatsometaskathand.InitiativeandentrepreneurialdriveCharismaticinspiration-attractivenesstoothersandtheabilitytoleveragethisesteemtomotivateothersPreoccupationwitharle-adedicationthatconsumesmuchofleaderslife-servicetoacause.Aclearsenseofmission-cleargoals-focuscommitmentResults-orientation-directingeveryactiontowardsamission-prioritizingactivitiestospendtimewhereresultsmostaccrueOptimism-veryfewpessimistsbecomeleadersRejectionofdeterminism-beliefinonesabilitytomakeadifferenceAbilitytoencourageandnurturethosethatreporttothem-delegateinsuchawayaspeoplewillgrowRlemodels-takeonapersonathatencapsulatesthemission-leadbyexampleLEADERSHIP AND MANAGEMENTLeadershiplinkscloselywiththeideaofmanagement,somewouldregardthetwoassynonymous.youcanviewleadershipasbeingeither:CentralizedordecentralizedBroadorfocusedDecision-orientedormorale-centredIntrinsicorderivedfromsomeauthorityLEADERSHIP METAPHORSAneffectiveleaderresemblesanorchestraconductorinsomeways.He/shehastosomehowgetagroupofpotentiallydiverseandtalentedpeople-manyofwhomhavestrongpersonalities-toworktogethertowardacommonoutput.LEADERSHIP BY A GROUPIncontrasttotoleratingleadershipasapositionofauthority,somehighlysuccessfulorganizationshaveadoptedapragmaticapproachwhentheyfoundthattheroleofbosscoststoomuchinteamperformance.SCIENTIFIC THEORIES OF LEADERSHIPFiedlercontingencymodelLeadershipparticipationmodelPath-goalmodelSituationalleadershiptheoryTraittheoryFunctionalleadershipmodelManagerialgridmodelLeadershiptrainingresourcesCharcateristicsofleadersandleadershipNarcissisticleadersLEADER Somethingorsomeonethatshowstheway:conductor,director,escort,guide,lead,pilot,shepherd,usher. See show/hide.Aleadingcontestant:front-runner,numberone. See precede/follow.Onewhoishighestinrankorauthority:boss,chief,chieftain,director,head,headman,hierarch,master.Slanghoncho.Idioms:cockofthewalk. See over/under.Aprofessionalpoliticianwhocontrolsapartyorpoliticalmachine:boss,chief. See over/under.Animportant,influentialperson:character,dignitary,eminence,lion,nabob,notability,notable,personage.Informalbig-timer,heavyweight,somebody,someone,VIP.Slangbigshot,bigwheel,bigwig,muckamuck. See important/unimportant.Aprominentarticleinaperiodical:feature,lead. See words.POWER MAY BE HELD THROUGH:DelegatedauthorityPersonalorgroupcharismaAscribedpowerExpertise(Ability,Skills)PersuasionKnowledgeMoneyForce(violence,militarymight,coercion).MoralsuasionApplicationofnon-violenceOperationofgroupdynamicsSocialinfluenceoftraditionFRENCH AND RAVENS FIVE FORMS OF POWERCoercivepowerRewardpowerLegitimatepowerReferentpowerExpertpowerWINSTON CHURCHILLPolitical Leader / Writer / World War II FigureBorn:30November1874Birthplace:BlenheimPalace,Oxfordshire,EnglandDeath:24January1965Best Known As:IndefatigableprimeministerofBritainduringWorldWarIIALEXANDER THE GREATEmperorBorn:356B.C.Birthplace:Pella,MacedoniaDeath:323B.C.(causeuncertain)Best Known As:ConqueroroftheancientworldOfallthosewhohavesetouttoconquertheworld,AlexandertheGreatcameclosesttofinishingthejob.ThesonofKingPhillipIIofMacedon,AlexanderwaseducatedbythephilosopherAristotleandfirstledtroopsatage18.AfterhisfathersdeathhewhippedthesuperpowerPersiansandconqueredmuchofthecivilizedworld.Hediedsuddenlyatage33afteraboutofheavydrinking;somesuggesthewaspoisoned,thoughnocauseofdeathhaseverbeenproved.MOHANDAS GANDHIPolitical Leader / ActivistBorn:2October1869Birthplace:Porbandar,IndiaDeath:30January1948(assassinated)Best Known As:Non-violentleaderofIndianindependenceHestudiedlawinEngland,thenspent20yearsdefendingtherightsofimmigrantsinSouthAfrica.In1914hereturnedtoIndiaandbecametheleaderoftheIndianNationalCongress.Gandhiurgednon-violenceandcivildisobedienceasameanstoindependencefromGreatBritain,withpublicactsofdefiancethatlandedhiminjailseveraltimes.In1947heparticipatedinthepostwarnegotiationsthatledtoIndianindependence.HewasshottodeathbyaHindufanaticin1948.HeissometimescomparedwithfellowhumanitariansMotherTeresa,NelsonMandelaandMartinLutherKing,Jr.ApoliticalfigureofthetwentiethcenturyinIndia;theleaderofIndiasdriveforindependencefromBritain.HeusedmethodsofpassiveresistanceandnonviolentdisobediencetoinfluenceBritishrulers.Hewasassassinatedin1948,justafterIndiasecureditsindependence.Thetitlemahatmameans“greatsoul.”NAPOLEON BONAPARTEEmperorBorn:15August1769Birthplace:Ajaccio,CorsicaDeath:5May1821(stomachcancer?)Best Known As:FrancesgreatestmilitarygeniusAFrenchgeneral,politicalleader,andemperorofthelateeighteenthandearlynineteenthcenturies.BonaparteroseswiftlythroughtheranksofarmyandgovernmentduringandaftertheFrenchRevolutionandcrownedhimselfemperorin1804.HeconqueredmuchofEuropebutlosttwo-thirdsofhisarmyinadisastrousinvasionofRussia.AfterhisfinallosstoBritainandPrussiaattheBattleofWaterloo,hewasexiledtotheislandofSt.HelenainthesouthAtlanticOcean.MARTIN LUTHER KING JR.Clergyman / Activist / Civil Rights FigureBorn:15January1929Birthplace:Atlanta,GeorgiaDeath:4April1968(assassinatedbygunfire)Best Known As:CivilrightsherowhosaidIhaveadreamWasaChristianclergymanwhoadvocatedsocialchangethroughnon-violentmeans.HiswritingsandpublicappearancesshapedtheAmericancivilrightsmovementofthe1950sand60s.In1963KingorganizedamarchonWashington,D.C.thatdrew200,000peopledemandingequalrightsforminorities.In1964KingwontheNobelPeacePrize,becomingatthetimetheyoungestrecipientever.HewasshottodeathbyJamesEarlRayin1968whilevisitingMemphis,Tennessee.CHARISMA It(fromtheGreekwordcharis)isoftenusedinthisformtodescribeanabilitytocharmorinfluencepeople.Hasbeencreditedwithhelpingsomepoliticians,especiallythosewithvagueplatformsandpopulistambitions,toachieveelectoralsuccess.ThewordisalsousedbycertainChristiandenominationsandmovementstoindicatethattheybelieveinandpracticethespiritualgiftsoftongues,prophecyandwordsofknowledge,aswellasothergiftsoftheHolySpiritasfoundintheBible,withoutthepreeminenceofglossolaliaandlegalismprevalentinPentecostalism.CHARISMATIC AUTHORITY Itisaformofreligiousorpoliticalleadershipandauthoritylargelytiedtothepopularityandcharismaofasingleleader.Thissometimesinvolvesapersonalitycult.RELIGIOUS CHARISMATIC LEADERSGautamaBuddhaJohnCalvinJesusMartinLutherMuhammadRamakrishnaParamahamsaAdiSankaraJosephSmithSwamiVivekanandaSathyaSaiBabaJimJonesPOLITICAL CHARISMATIC LEADERS AlexandertheGreatJuliusCaesarFidelCastroAdolfHitlerMaoZedongJuanPeronTemujinMESSIAHAlsoMessias.TheanticipatedsavioroftheJews.AlsoMessias.Christianity.Jesus.Messiah.Onewhoisanticipatedas,regardedas,orprofessestobeasaviororliberator.Theideaofamessiah,aredeemersentbyGod,iscommonamongmanydifferentpeoplesthroughouthistoryandmayreflectauniversalpsychologicalpattern.AncientMiddleEasterntextsforetellthecomingofsavior-kings.Buddhists,Zoroastrians,andConfuciansbelieveintheredemptionofmankind,ortheadventofagoldenage,throughthearrivalofaHolyOne.InIslam,thecomingoftheMahdiiscloselyrelatedtothemessiahconcept.DWIGHT D. EISENHOWERU.S. President / Military Leader / World War II FigureBorn:14October1890Birthplace:Denison,TexasDeath:28March1969(congestiveheartfailure)Best Known As:SupremecommanderofAlliedforcesinWWIIWasthemostfamousU.S.ArmygeneralofWorldWarII.AcareerArmyman,herosetothelevelof5-stargeneralandoversawtheAlliedforcesinEurope,includingthefamousD-DayinvasionofFrancein1944.AfterthewarheservedbrieflyaspresidentofColumbiaUniversity,thenwaschosenoverRobertA.TaftastheRepublicancandidateforU.S.presidentin1952.Hewonhandilyin1952andagainin1956,defeatingDemocraticcandidateAdlaiStevensonbothtimes.Ikesurvivedahalf-dozenheartattacksover15yearsbeforesuccumbingin1969.PresidentBushBiographyVicePresidentCheneyBiographyLauraBushBiographyLynneCheneyBiography