Unit I Leadership

BBA 3651, Leadership 1

Course Learning Outcomes for Unit I Upon completion of this unit, students should be able to:

1. Compare various leadership styles. 1.1 Describe the effectiveness of one’s chosen leadership style.

5. Examine the role of leadership in regards to organizational performance.

5.1 Explain how a leader can increase the performance of his or her followers using a specific leadership style.

Course/Unit Learning Outcomes

Learning Activity

1.1

Unit Lesson All required readings Unit I Videos Unit I Essay

5.1

Unit Lesson All required readings Unit I Videos Unit I Essay

Reading Assignment In order to access the following resources, click the links below. Click here to access the Unit I Interview video. Click here to access the transcript for the Unit I Interview video. Click here to access the Unit I Leadership Style video. Click here to access the transcript for the Unit I Leadership Style video. CNBC LLC (Producer). (2010). The character of a leader-Chesley Sullenberger (Segment 3 of 16) [Video]. In

The Future of leadership: Meeting of the minds. Films on Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infobase.com/PortalPla ylists.aspx?wID=273866&xtid=47315&loid=143900

The transcript for this video can be found by clicking the “Transcript” tab to the right of the video in the Films on Demand database. Eagly, A. H., & Johannesen-Schmidt, M. C. (2001). The leadership styles of women and men. Journal of

Social Issues, 57(4), 781–797. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=a9h&AN=5487086&site=ehost-live&scope=site

Khan, I., & Nawaz, A. (2016). The leadership styles and the employees performance: A review. Gomal

University Journal of Research, 32(2), 144–150. https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=a9h&AN=122049165&site=ehost-live&scope=site

UNIT I STUDY GUIDE

Leaders Should Have Style

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Mahdinezhad, M., Bin Suandi, T., bin Silong, A. D., & Omar, Z. B. (2013). Transformational, transactional leadership styles and job performance of academic leaders. International Education Studies, 6(11), 29–34. https://files.eric.ed.gov/fulltext/EJ1068712.pdf

Meridian Educational (Producer). (1995). Leadership styles (Segment 3 of 5) [Video]. In The leadership

assignment. Films on Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infobase.com/PortalPla ylists.aspx?wID=273866&xtid=26601&loid=39154

The transcript for this video can be found by clicking the “Transcript” tab to the right of the video in the Films on Demand database.

Unit Lesson Servant Leadership Interview Throughout this course, you will see videos from Dr. Sonya Rogers, Assistant Provost and Dean of the College of Arts and Sciences at Columbia Southern University, and Dr. John Hargadon, Academic Program Director for Business Administration with Columbia Southern University, on the course topics. In the below video, Dr. Sonya Rogers interviews Dr. John Hargadon on the topic of servant leadership. They discuss the definition of servant leadership and the challenges faced by servant leaders in the workplace. Click here to access the Unit I Interview video. Click here to access the transcript for the Unit I Interview video. Welcome to the Course In this course, we will examine not only different styles of leadership but also hiring and training practices of leaders, wise decision-making and goal setting strategies, motivational techniques used by leaders, global leadership with teams, issues regarding ethical leadership, and followership versus leadership. In each unit, you will have the opportunity to watch a video depicting the key topics associated with each specific lesson and an explanation of the assignment expectations. As you delve into each unit lesson and approach each learning activity and assignment, be sure to concentrate on what is presented, what you have experienced in work settings and previous work scenarios, and how you can apply these activities and content to your personal and professional leadership practices. Click here to access the Unit I Leadership Style video. Click here to access the transcript for the Unit I Leadership Style video. We all know that leaders come in all shapes and sizes with different skill sets, backgrounds, and ideologies. As leaders become wise in the logistics of working with diverse populations and the challenge of being trusted, responsible, influential, and innovative, it is highly imperative that they first know themselves and what makes them an asset to an organization. Effective leaders aim to listen intently, manage effectively, and create synergy among members of an organization.

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In a constantly changing environment, it is important to hire and manage the right people; it is also vital that leaders understand how to select the appropriate style of leadership in order to continuously improve organizational strategic planning and employee performances. According to Gonos and Gallo (2013), leaders must first know themselves and then attempt to know their employees as a means to better understand what style is best to use when dealing with different types of followers. In addition, leaders must fully grasp the significance of how to use their knowledge and skills to properly manage various methods and procedures as well as behaving like a true leader in varying situations. It is evident that leaders who possess integrity in making decisions and leading others are more likely to be trusted by their subordinates. They are often reliable in taking responsibility for their actions and negotiations. Trusted leaders’ values are apparent and easily defined; moreover, being transparent and open in dialogue allows leaders to appear approachable and committed to their roles as leaders. Autocratic, Democratic, and Liberal Leaders

Three common styles of leadership are the autocratic, the democratic, and the liberal. Leaders who practice an autocratic style do not generally allow their subordinates to participate in decision-making. These leaders tend to rule with an iron hand. They often appear as uncompromising and refuse to explain their reasoning for a particular behavior. In many respects, autocratic leaders determine tasks and methods while not leaving any flexible space for employees to actively and cohesively engage in important initiatives. On the other hand, the democratic style of leadership is one in which the leader welcomes feedback and input from subordinates. Consent from the group is encouraged prior to the implementation stage of any changes. Work-related issues are discussed openly, and progress is shared with everyone. The members’ feelings and suggestions are not only heard but also considered before new decisions are approved and enforced. One major plus is the fact that this form of leadership promotes interpersonal relationships within a group.

The liberal style of leadership is when a leader only occasionally uses the power of a position to demand tasks completed but, for the most part, allows a great deal of freedom for his or her subordinates in order for work to be performed. In this fashion, the members typically determine the objective of their activities as well as how and when to achieve their goals. Consequently, most leaders do tend to mix the three different styles of leadership when serving in a management-based role.

Leadership (Giovannini, n.d.)

Common leadership styles

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Autocratic, Democratic, and Liberal Leaders Reflection Read the below leadership statements and consider the statements that fit your leadership preferences. Take note of the statements’ letters or background colors:

a. Managers should have the ultimate authority.

b. Low-stakes decision-making can be delegated.

c. Rewards are the best form of motivation.

a. Decisions are made by executives only.

c. All ideas are welcomed and encouraged.

c. Managers have a great deal of confidence in employees.

a. Rewards do not motivate subordinates to try harder.

b. Employees are motivated by both rewards and negative consequences.

c. The organization uses two-way communication.

b. Managers have some confidence in employees, but, ultimately, mangers are the decision makers.

a. Subordinates are not permitted to share ideas.

b. Decisions may be delegated and carried out at lower levels within the organization.

Now that you’ve reviewed the statements, consider your leadership style:

• If you agreed with mostly letter a/blue statements, you may be an autocratic leader.

• If you agreed with mostly letter b/orange statements, you may be a democratic leader.

• If you agreed with mostly letter c/pink statements, you may be a liberal leader. Transactional Versus Transformational Leadership Two other well-known styles of leadership are transformational and transactional. Transformational leadership has been considered effective as it demonstrates application in making institutions improve and excel in the respect of innovation while employees are continuously dealing with a changing environment. These leaders tend to create an atmosphere that is congenial and encourages workers to work more effectively to attain organizational goals (Mufeed, 2018). However, transactional leadership is another style in which creativity and innovation is not favored. This leadership style is more focused on rules and guidelines. Transactional leaders value structure and order. They respect an organized process for meeting timeframes and accomplishing goals in a very timely fashion (Hoffner, 2018).

Servant Leadership One of the most common styles of leadership is referred to as servant leadership. Blanchard (2018) believes the most common barrier for those who wish to become a servant leader is the human ego. When people are fixated too highly on their own goals and recognition, they fail to set others’ interests and values as a top priority. Servant leadership requires for leaders to show some vulnerability, as that human characteristic helps others to be their best (Blanchard, 2018). For those leaders who display a servant’s heart, others are valued and thought of first. Typically, this type of leadership produces good results and good relationships. Consequently, servant leaders generally feel good about themselves. They do not try to take credit for every

Rules (Wattanapichayakul, 2017b)

Inspire (Wattanapichayakul, 2017a)

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decision, control everything in their environment, or hide from others. They take pride in giving credit to others, listening to others, and praising others.

One example of a servant leader would be Abraham Lincoln. He proved during the U.S. Civil War that it was best for the people of his country if he took the more difficult road rather than simply letting the Union dissolve or slavery remain in its current state. Dr. Martin Luther King, Jr. is another example of a leader who by opting to take the nonviolent approach to the Civil Rights Movement did not choose the easy route. Being a servant leader does not entail someone taking the most complicated path to achieve a goal, but it does mean doing what is right for all parties involved. Mother Teresa is also an example of a leader who served others, particularly the people of India, and not for the purpose of receiving praise. Servant leaders have a passion for what they do and compassion for others. Reflection Scenario Mrs. Jones is one of the two office managers for M&M Manufacturers. Mrs. Jones likes to know where her employees are at all times and the details of their tasks. When employees bring her suggestions to improve efficiency, she dismisses them without serious thought. Those who work for and around her often feel they cannot be creative or innovative. Mr. Smith, however, meets weekly with members to discuss upcoming initiatives and praises those who contribute to the meetings’ collaborative efforts. He believes the employees are more knowledgeable as to what the customers and stakeholders desire. If you were employed by this company, which manager would you enjoy serving? How would you contribute to the team effort as a faithful follower?

References Blanchard, K. (2018, July 3). So you want to be a servant leader: Don’t let your ego trip you up. Chief

Learning Officer. https://www.clomedia.com/2018/07/03/so-you-want-to-be-a-servant-leader/ Giovannini, R. (n.d.). Leadership word cloud (ID 21076077) [Graphic]. Dreamstime.

https://www.dreamstime.com/royalty-free-stock-photography-leadership-word-cloud-image21076077

Gonos, J., & Gallo, P. (2013). Model for leadership style evaluation. Management, 18(2), 157–168. https://moj.efst.hr/management/Vol18No2-2013/10-Gonos_Gallo.pdf

Hoffner, L. A. (2018, May 8). Leadership is more than a noun. Parks & Recreation.

https://www.nrpa.org/parks-recreation-magazine/2018/may/leadership-is-more-than-a-noun/

Abraham Lincoln (Martinez, 2012)

Martin Luther King, Jr. (Nobel Foundation, 1964)

Mother Teresa (Zatletic, 2009)

Servant Leaders

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Martinez, C. S. (2012). President Abraham Lincoln on five dollar bill (ID 24150398) [Image]. Dreamstime. https://www.dreamstime.com/royalty-free-stock-photos-president-abraham-lincoln-five-dollar-bill- image24150398

Mufeed, U. (2018). An empirical study of transformational leadership and quality of work life in higher

educational institutions. International Journal on Leadership, 6(2). http://www.publishingindia.com/IJL/60/an-empirical-study-of-transformational-leadership-and-quality- of-work-life-in-higher-educational-institutions/697/4876/

Nobel Foundation. (1964). Martin Luther King, 1964 [Photograph]. Wikimedia Commons.

https://commons.wikimedia.org/wiki/File:Martin_Luther_King,_Jr..jpg Wattanapichayakul, W. (2017a). Inspire bulb (ID 86109944) [Photograph]. Dreamstime.

https://www.dreamstime.com/stock-photo-inspire-bulb-glowing-light-word-image86109944 Wattanapichayakul, W. (2017b). Rules (ID 97814883) [Photograph]. Dreamstime.

https://www.dreamstime.com/stock-photo-rules-closeup-stack-wood-letters-word-image97814883 Zatletic. (2009). Mother Teresa (ID 83768243) [Photograph]. Dreamstime.

https://www.dreamstime.com/stock-photo-mother-teresa-statue-prem-dan-house-kolkata- image83768243

Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. Learning Activity 1: As you begin your studies of leadership in this unit, actively design a time management plan for reviewing each lesson, exploring the various resources in each lesson, and completing the assignments for Units I–VIII. Identify the task, the due date, the priority level, and your plan for completing each task. Review the checklist in your syllabus for helpful information. Learning Activity 2: Before completing your graded work, consider completing the knowledge check questions included within this nongraded activity. Additionally, you will complete two questions aimed at helping you identify your own personal leadership style. Click here to access the nongraded learning activity. Click here to access the transcript for this activity.