ADMS 3440 Leadership Summary

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Department
Administrative Studies
Course
ADMS 3440
Professor
Soosan Latham
Semester
Summer

Description
INTRODUCTION TO LEADERSHIP 1. Being a Leader 2. Recognizing Your Traits 3. Recognizing Your Philosophy & Style of Leadership 4. Attending to Tasks & Relationships 5. Developing Leadership Skills 6. Creating a Vision 7. Setting the Tone 8. Listening to Out-Group Members 9. Handling Conflict 10. Overcoming Obstacles 11. Addressing Ethics in Leadership 1. Being a Leader "Leadership is a Trait" - Focuses on identifying the innate qualities and characteristics possessed by individuals. According to this, leaders are born not made. "Leadership is Ability" - Focuses on the ability or capacity to lead. "Leadership is a Skill" - Focuses on the competency developed to accomplish a task effectively. "Leadership is a Behavior" - Focuses on what leaders do when they are in the leadership role. Leaders engage in primarily: task behaviors and process behaviors. Task behaviors are used to get the job done. Process behaviors are used to help people feel comfortable. The challenge for leaders is to know the best way to combine both. "Leadership is a Relationship" - Focuses on the communication between leaders and followers rather than unique qualities of the leader. Thinking of it this way suggests that leaders must include followers and their interests in the process of leadership. This way leadership is available to everyone, and not restricted to one designated leader. "Leadership is an Influence Process" - A process whereby an individual influences a group of individuals to achieve a common goal. It is not a trait or ability, but rather an interactive event that occurs between the leader and followers. Global Leadership Attributes - Everyone defines leadership differently. For some people it is a trait or ability, for others it is a skill or a behavior, and for still others it is a relationship or process. In reality, leadership probably includes components of all these dimensions. 2. Recognizing Your Traits Trait - A distinguishing personal quality that is often inherited. Research points to the following six as being the most important traits: Intelligence - Having good language skills, perceptual skills, and reasoning ability. Becoming more knowledgeable about our positions give us the information we need to become better leaders. Confidence- Is feeling positive about oneself and ones ability to succeed. It can come from understanding your responsibilities, getting positive feedback, practice, etc. Charisma - Is a magnetic charm and appeal; a special personality characteristic that gives people the capacity to do extraordinary things. First, charismatic leaders serve as a strong role model for the values they desire. Second, they show competence in every aspect of leadership. Third, they articulate clear goals and strong values. Fourth, they communicate high expectations of their followers and show confidence in their abilities. Finally, they are an inspiration to others. Determination - Being focused and attentive to tasks; showing initiative, persistence, and drive. All it demands is perseverance. Staying focused on the task, clarifying the goals, articulation the vision, and encouraging others to stay the course are characteristics of determined leaders. It takes discipline and the ability to endure. Sociability - Capable of establishing pleasant social relationships; being sensitive to others needs and concerned for their well being. Sociable leaders bring positive energy to a group and make the work environment more enjoyable.Integrity - Adhering to a strong set of principles and taking responsibility for ones actions; being honest and trustworthy. It demands being open with others and representing reality as fully and completely as possible. 3. Recognizing Your Philosophy & Style of Leadership Philosophy of leadership - A unique set of beliefs and attitudes about the nature of people and the nature of work that have a significant impact on an individuals leadership style. Theory X - is a theory made up of three assumptions: the average person dislikes work and will avoid if possible; because people dislike work, they need to be directed, controlled, and sometimes threatened with punishment or reminded of rewards to make them work; the average person prefers to be directed, wished to avoid responsibility, has little ambition, and wants security more than choice. Theory Y - is a theory made up of three assumptions: the average person does not inherently dislike work. Doing work is as natural as play; people will show responsibility and self-control toward goals to which they are committed; in the proper environment, the average person learns to accept and seek responsibility. Leadership style - The behaviors of leaders, focusing on what leaders do and how they act. Authoritarian leadership style - A style of leadership in which leaders perceive subordinates as needing direction and need to control subordinates and what they do. This style is similar to theory x. These leaders emphasize they are in charge, exerting influence and control over group members. On the positive side, it is efficient and productive. On the negative side, it fosters dependence, submissiveness, and a loss of individuality. Democratic leadership style - A style of leadership in which leaders treat subordinates as fully capable of doing work on their own and work with subordinates, trying hard to treat everyone fairly, without putting themselves above subordinates. This style is similar to theory y. These leaders are more like guides as opposed to directors. They provide information, guidance, and suggestions, but do so without giving orders and without applying pressure. This style results in greater group member satisfaction, commitment, and cohesiveness; there is more friendliness, mutual praise, and group mindedness; results in stronger worker moti
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