BUS 119 Instructor Guidance

1. BUS 119
Week 2

2. BUS 119 – Principles of
Personal &
Organizational
Leadership

3. Overview – Suggested and Required Actions for this week
• Read Chapters 3, 4, & 5 in your text book
• 2 Discussion Questions – Original Posts – Due by Thursday, 11:59 pm
• Quiz – Due by Sunday, 11:59 pm
• Respond to at least 2 classmates for each question – Due by Monday, 11:59 pm
• Submit Assignment 1 – Due by Monday, 11:59 pm

4. Northouse, P. G. (2018). Introduction to leadership:
Concepts and practice. Thousand Oaks, CA: Sage
Publications, Inc.
This textbook
is a
Constellation
textbook

5. This week students will
1. Recognize how an individual’s personal
philosophy developed in life informs his or her
own leadership style
2. Conceptualize leadership in terms of the
behaviors associated with various leadership
styles. Examine task and relationship styles of
leadership.

6. Activity Due Date Format
Grading
Percent
Read Chapters 3, 4, & 5
Conceptualizing Leadership
Questionnaire
Day 3
(1st post)
Discussion 2
Respond to at least 2 classmates’
posts
Day 7 Discussion Part of 2
above
Leadership Lessons Day 3
(1st post)
Discussion 2
Respond to at least 2 classmates’
posts
Day 7 Discussion Part of 2
above
Week Two Quiz – No Quiz this week
Submit Assignment 1 Day 7 5 to 6 pages,
APA
19

7. LEADERSHIP STYLES
Style is a very personal thing. Have you ever gone shopping for a present for
someone? Your selection must match that person’s style. For instance, if you
are buying for a woman or a man that is always in the latest fashion, you
probably would not find your selection in the local Wal-Mart store.
But style for a leader is more than fashion. It is an extension of the person’s
personality. The following slides give the main points of various leadership
styles. While you are reading this, see if you can spot leaders you have known
or know.

8. LEADERSHIP STYLES (CONTINUED)
The Autocratic Leadership Philosophy
Major Elements:
Leader has ultimate power, control, and decision making authority
Leader sees themselves as higher than and not part of the group begin lead
Leader controls direction
Communication flows from top down
Leader makes decisions, followers carryout directives
Leader not concerned with followers opinions or morale
Downside – no empowerment of team members and no training for future
supervisory positions for team members
Best used when there is limited time
Best used when high dollar value equipment at risk
Best used when life at risk

9. LEADERSHIP STYLES (CONTINUED)
The Democratic (Participative) Leadership Philosophy
Major Elements:
Leader sees themselves as a member of the group being lead.
Leader seeks to solicit input from team members on direction]
Leader seeks to arrive at cooperative decision on issues
Leader seeks to build team concept
Leader seeks to support and edify each member of the team
Communication is up and down chain of command
Downside – decision making is lengthy
Best used when team is fully trained
Best used for seasoned followers
Best used when there is a goal of building team members to be leaders

10. LEADERSHIP STYLES (CONTINUED)
The Laissez-Faire (Delegative) Leadership Philosophy
Major Elements:
Leader offers little or no direction to followers.
Leader abdicates decision making authority to individual team members
Leader does not seek to build consensus or team concept
Leader makes no attempt to motivate or empower team members
Communication is minimal to non-existent
Downside – no direction given to team
Downside – shifting of responsibility from leader to team members
Best used for team of highly trained, self-motivated professionals

11. LEADERSHIP STYLES (CONTINUED)
The Servant Leadership Philosophy
Major Elements:
Leader sees their role as servant to followers
Leader seeks to remove obstacles for followers to complete their duites
Leader includes team on decision making process
Leader seeks to empower individual team members
Communication is up and down chain of command
Downside – decision making is lengthy
Best used for teams closely skilled to the leader

12. LEADERSHIP STYLES (CONTINUED)
The Charismatic Leadership Philosophy
Major Elements:
Leader is source of motivation for followers
Leader sets direction and makes decisions
Communication is from leader down to team with limited to no feedback
Downside – if leader fails to motivate, team will fail
Downside – leader may not be realistic about potential for success and
therefore take on too much for the team to accomplish
Downside – team success totally dependent upon leader’s ability
Best used – for team building

13. LEADERSHIP STYLES (CONTINUED)
The Transformational Leadership Philosophy
Major Elements:
Leaders are excellent for leading team to think out of the box
Leader portrays optimism at all times
Followers are engaged and highly motivated and productive
Communication is leader down with limited feedback
Downside – Leader focuses on big picture and leaves details to team members
even if they are not equipped to provide details
Best used – to encourage team to pursue innovative and creative solutions to
issues

14. LEADERSHIP STYLES (CONTINUED)
The Situational Leadership Philosophy
Major Elements:
Leader chooses style to fit situation
Leaders empower followers and support them
Communication is up and down chain of command
Downside – followers can be confused if too much change, or if change is
happening too fast
Best used – when the status quo must be changed

15. LEADERSHIP STYLES (CONTINUED)
The Innovative Leadership Philosophy
Major Elements:
Leader sees the persistent limitations and envisions new goals
Leader is a change agent and empowers followers to make changes
Communication is up and down chain of command
Downside – limited – if new goals fail, persistent limitations still in place
Best used – when creative thinking is encouraged, solutions call for innovative
ideas

16. LEADERSHIP STYLES (CONTINUED)
The Constant Improvement Leadership Philosophy
Major Elements:
Leader sets very high standards and extremely skilled followers can achieve
improvements
Communication is up and down chain of command
Downside – followers can be demotivated due to never achieving goals
Downside – followers can become burned out due to high pace of activity
demanded
Best used – when production must be increased

17. LEADERSHIP STYLES (CONTINUED)
Remember, style is a personal approach. Many times a leader will be able to utilize
more than one of the styles discussed, but often it is difficult for a leader to be able
to effectively employ all of the approaches discussed because of the personality
underlying the approach.

18. KEY TERMS – CHAPTER 3
You may be asked to use these terms in
Discussion Board responses or your
assignment for the week.
Term Definition
Learned Behaviors represent those ingrained things we have learned
throughout our life experience
Positive Psychology “the ‘scientific’ study of what makes life most worth
living”
Realized Strengths personal attributes that represent our strongest
assets
Strengths areas in which we excel or thrive
Themes of Human
Talent
Talents are similar to personality traits—they are
relatively stable, fixed characteristics that are not
easily changed. From talents, strengths emerge. The
equation for developing a strength is talent times
investment
(Northouse, 2012)

19. KEY TERMS – CHAPTER 3 (CONTINUED) & CHAPTER 4
Term Definition
Unrealized Strengths personal attributes that are less visible
Weaknesses our limiting attributes
Chapter 4
Authoritarian
Leadership Style
Limits communication between members, exerts control over
employees, perceive subordinates as needing direction
Democratic
Leadership Style
Leader works with subordinates, fair treatment for everyone,
communication is encouraged and welcomed
Laissez-Faire
Leadership Style
ignore workers and their work motivations, make no attempt
to influence subordinates activities
You may be asked to use these terms in
Discussion Board responses or your
assignment for the week.
(Northouse, 2012)

20. Term Definition
Theory X Leader views workers as unmotivated and needing
direction and control.
Theory Y Leader approaches workers as self-motivated and
capable of working independently without strong
direct influence from a leader.
Chapter 5
Initiating Structure the leader organizes work, defines role
responsibilities, and schedules work activities
Personal Styles Personal perspective on task and relationship
KEY TERMS – CHAPTER 4(CONTINUED)
You may be asked to use these terms in Discussion Board
responses or your assignment for the week.
(Northouse, 2012)

21. REFERENCES
Northouse, P. G. (2018). Introduction to leadership: Concepts and practice.
Thousand Oaks, CA: Sage Publications, Inc.
Pendergrass, K. (2013, October 6). Leadership philosophies to help you
succeed in any situation [Web log post]. Retrieved from
https://blog.udemy.com/leadership-philosophy/

22. RECOMMENDED READINGS
Four Styles of Leadership
How to Develop a Leadership Philosophy?
Refining Your Leadership Philosophy & Style
Leadership Philosophies To Help You Succeed In Any Situation
What’s Your Leadership Philosophy?

23. Chapter 3
Identify Workplace Strengths
Identifying Strengths
Toastmasters International
CAPP
Discovering Personal Strengths
Engaging Others
Positive Work Environment
RECOMMENDED READINGS

24. Chapter 4
Leadership Styles Defined
Refining Your Leadership Philosophy
Chapter 5
Task v. Relation-Oriented Leaders
A New Generation of Leaders
Mick Wilz, Show Change
RECOMMENDED READINGS

25. RECOMMENDED VIEWINGS
Chapter 3
Applying Katz’s Skills
Emotional Intelligence Skills
Flexibility
Skills and Business Intelligence
Chapter 4
Different Leadership Behaviors
Personal Leadership Behaviors
Organic Leadership Behaviors

26. RECOMMENDED VIEWINGS (CONTINUED)
Chapter 5
Cultural Situational Leadership
Situation Leadership in Practice

27. STILL HAVE QUESTIONS
ON ACADEMIC WRITING
OR APA FORMATTING?
https://awc.ashford.edu/Index.html

28. ANY
QUESTIONS?
Please
post your
questions
in the Ask
the
instructor
thread or
email me