Administration and Supervision of Student Organizations
Administration and Supervision of Student Organizations AEE 303
Popular in Course
Popular in Agricultural & Resource Econ
This 18 page Class Notes was uploaded by Gregg Blanda on Thursday October 15, 2015. The Class Notes belongs to AEE 303 at North Carolina State University taught by Staff in Fall. Since its upload, it has received 18 views. For similar materials see /class/223754/aee-303-north-carolina-state-university in Agricultural & Resource Econ at North Carolina State University.
Reviews for Administration and Supervision of Student Organizations
Report this Material
What is Karma?
Karma is the currency of StudySoup.
Date Created: 10/15/15
A Descartes Moment t For the next 120 seconds write down the answers to the following three questions Don t think just write islet a What do 1 know about leadership 7 What do 1 thinhl 7 What do I NOT know about leadership t Once you have this completed put it aside and go to the next slide r Picasso moment t on ablank sheet ofpaper draw a visual representation ofthe perfect date ople 7 Label eaeh part ofthe drawing a When you are nished with the drawing write r L eadershlp is t Hard to define Why 7 Because de nitions are o en based upon leadership theory and e A de nition may be uniquely representative of a particular leadership theory What is a theory anyway An explanation ofa group offaets or phenomena The explanation has been repeatedly tested or is widely accepted The theory can be used to make predictions about natural phenomena Theories are often visually or verbally represented through models o pl u iii in associated with leadership A t These leadership facts have been repeated tested or widely aeeepted t Leadership theory can be used to make predictions abo 0 hi ut h w individuals respond to leaders p 0 There are manyleadership models based on leadership theory and some are notbased on theory t Hopefully the n to think about what you know or believe about 3 leadership 5 Jquot t The Picasso moment was an example ofa our about dating Your written belief statement about dating manifested some clues about your theory of dating e A theoryis an explanation t By the end ofthis class you will begin to develop a leadership theory and model on definition d ne and how it can be done effectively and die piocess offacilitating individn c a and conecn39ve efforts to accomplish die shared ob ves m r Scope ofLeadership Leaders in uence 7The in terprctation ofextemal events by members 7 How 7 Ex ample How did we end up in Iraq Leadership 7 a working r Leader Effectiveness Types ofLeader Behavior Yukl Leadership is die piocess ofin uencing others Scope ofLeadership e Leaders in uence 7 The rnou39vau39on ofmembers to achieve 3 objec 39 es Fr J 39 7 How Scope ofLeadership a E Leaders in uence 39 7 Mutual trust and cooperation 7 How 7 Example The Tylenol recall Q 5 Scope ofLeadership e Leaders in uence 7 Organization ofwork activities 7 How 7 xample the ow ofpaperwork in an of ce delegation etc Scope ofLeadership e Leaders in uence 7 Development ofmember skills and con dence 39 5 7 How 7 Example Delegation Scope of Leadership i E e Leaders in uence e The learning and sharing ofnew knowledge 7 How ample The Healdeomh debacle What 7 Ex about Coca Cola Scope of Leadership 9 Leaders in uence 7 Support and cooperation from people outside the organization 7 How 7 Example Jim Oblinger and commodity groups General Characteristics of Leaders 9 Leaders set the tone for the organization Le GW Bush s suit policy 9 Leaders set the pace for 9 Use personal values to marshal resources ability whether exercised or not to cate resources to assign tasks and to rewards includin the assi nrnent and withdraw ofresponsibilities clark and clark 1996 Power and Leadership e Power and leadership are different e Power is manifested through the ability of an individual in 39 39 A AL39 done e The person with the power probably has the real leadership role e The possession ofpower is often in ated Followers expect leaders to exercise power in order to achieve agreedupon go s The ideal leader uses power to solve problems gather informalion and make decisions A word about politics Q Politics is the allocation quot Leaders manage to control and in uence the ow ofresources Q Transformational o Arthur G Iago 1982 approach to leadership 0 quotApproach 39 39 39 39 or model ofleadership takes a universal or a contingent perspective Hold 1m thought 0 Forum on Tmitr Theories having certain personality macs a distinguish them from followers Traits are persistent portray lead as m t o Fm on Bzhaviar Theories portray leadership as observable actions instead of personality traits 0 speci c situation 39 quotquot 39 39 formula of traits orbehavior for an effech lead quotone best wayquot to lead in all situations L t Initial leadership research 192030 5 t Focused on what an effective leader is not on how to effectively lead t Assumes that certain physical social and personal traits are inherent in leaders Trait Theory t Key Traits 7 Intelligence e Maturity and broad range ofinterests e Achievement drive a Honesty t Note Trait theory explains the focus of rnost leadership training in the 1980 s Trait Theory Q Limitations 7 No consistent application oftraits and leadership effectiveness 7 Tries to relate physical characteristics to effective leadership 7 Leadership is too complex to explain which such a sirnple rnodel 39 Behavioral Theories u i tr people could be trained to be leaders a 7 leadership behavior t Assumed that the best styles ofleadership could be learned t Successful leaders are able to identify clues in an 39 onment and adapt their leadership style to the situation W t Environmental in uences the type of le ership neede t Exps Fiedler s Contingency Model erseyBlanchar situational theory path Goal Theory and Vroomvetton Model i Fiedler s Contingency Theory c There is no best wa for managers to lead situations will create ditrerent leadership style requirements anagch were rated as to whether they were relationship oriented or task oriented PathGoal Theory o Leader s job is viewed as coaching oi guiding woikeis to choose me best penis foi reaching oals i i challenging goals and encourages followers to fromlack ofjob challenge at is expected and tells them how to peifomi wii meii task appiopiiaie to use follower has an ambiguous job followers and ask foi suggestions before making a 9 decision appiopiiaie to use whm followeris E k using impiopei procedures oi making pooi decisions 0 Supportive 1eadeis1iip ileader is friendly approachable and shows concern foi followers r follower lacks con dence VroomYetton s quot quot 7 9 Suggests Lhe selecuon of a style for making a decision 7 Autocratic 7 problem is solved by leader using info already avai 1e 7 Autocratic 2 7 additional information is obtained from me group before leader makes decision 395 r 7 Consult 1 7L ade 39 39 followers individually before making a deeisiorr 7 Consult 2 7 Problem is diseussed with a group before decision is made 7 Group 7 Groups deeides with leader simply acting as ehair V Leadership Models e charismatic Leadership 39 e situational Leadership e Transformational Leadership r Other Considerations Q Relationship between power authority and leadershi Q Characteristics ofFFA Leadership quot 1 Charismatic Leadership 0 Having in uence over olhers because ofa forceful personality 0 Presumes to increase teem o f o Great Man Theoryquot Charismatic Leader Traits Height taller energy high articulate Charismatic Leaders Increase the intrinsic value of effort 7 making it more appealing Grcai ai building conviction for a cause Lead by example M Charismatic leaders fail when 0 Therrohanxrnarnaxk low effectivenexx 0 They exhrbrtpaxxive aggrexnvenexx 0 They exhibit narorxxrxrni feeling of entitlement pnvrlege and omnipotence Situational Leadership M l hould be the orrcurn o Leaderxhrp 1 dependent n the appropnate for tanoe Task Group charao39tenshos Organization s mum o Theleaderrnuxt outperform the group Blanchard and llerxey mm m 1 mom mm MM m g 91 thd E 9 53 52 e53 DEL In ul mm mm m WWW m mm M o 6 Mm new mewva mm m munwEnlt HerseyBlanchard o 39 3 to maturity ofthe followers 9 atunty is the willingness and ability of a person to take responsibility for directing hisher own behavior r c people what to do how to do it when to do it and o do it 0 High Maturity irela onship behavior is s en engaging in twoway communication delegation and listening Q Provide more intellectual stimulation than charismatic leaders l Transformational leaders gs 9 tDevelopa f L L 7 can become A I t Recruit others with similar values t Resolve con icts in ways that elevate values e Constantly communicate values t Use parables to communicate shared values Q Nurture tradition 39 h havi al and A contingency inspire followers to transcend their own self interest for the good ofthe organization Researeh indieates that transformational leadership is strongly eonelated with low turnover rates high prodnetiyity and employee satisfaction t In the curriculum t Maxwell s Law ofthe Lid 7 Leadership ability is he s t I39AL i level of effectiveness t Write a one page paper that describes 39 e What you have learned about leadership today 7 Topies for which you need additional information