1. What Does It Mean to Be a Leader?
Chapter 1
What Does It Mean to Be a Leader?

2. Chapter Objectives
Understand the full meaning of leadership and see the leadership potential in yourself and others.
Recognize and facilitate the six fundamental transformations in today’s organizations and leaders.
Identify the primary reasons for leadership derailment and the new paradigm skills that can help you avoid it.
Recognize the traditional functions of management and the fundamental differences between leadership and management.

3. Chapter Objectives (contd.)
Appreciate the crucial importance of providing direction, alignment, relationships, personal qualities, and outcomes.
Realize how historical leadership approaches apply to the practice of leadership today.

4. Definition of Leadership
Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.

5. Ex. 1.1 What Leadership Involves
Influence
Intention
Personal responsibility and integrity
Followers
Leader
Shared purpose
Change

6. Ex. 1.2 The New Reality for Leadership
OLD Paradigm
Stability
Control
Competition
Uniformity
Self-centered
Hero
NEW Paradigm
Change/crisis mgt.
Empowerment
Collaboration
Diversity
Higher purpose
Humble

7. Management and Vision
Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources.
Vision is a picture of an ambitious, desirable future for the organization or team

8. Ex. 1.3 Comparing Management and Leadership
Direction
Planning and budgeting
Keeping eye on bottom line
Creating vision and strategy
Keeping eye on horizon
Alignment
Organizing and staffing
Directing and controlling
Creating boundaries
Creating shared culture and values
Helping others grow
Reducing boundaries
Relationships
Focusing on objects – producing/selling goods and services
Based on position power
Acting as boss
Focusing on people – inspiring and motivating followers
Based on personal power
Acting as coach, facilitator, servant

9. Ex. 1.3 (contd.) Management Leadership Personal Qualities Outcomes
Emotional distance
Expert mind
Talking
Conformity
Insight into organization
Emotional connections (Heart)
Open mind (Mindfulness)
Listening (Communication)
Nonconformity (Courage)
Insight into self (Character)
Outcomes
Maintains stability; creates culture of efficiency
Creates change and a culture of integrity

10. Position power
A written, spoken, or implied contract wherein people accept either a superior or subordinate role and see the use of coercive as well as noncoercive behavior as an acceptable way of achieving desirable results.

11. Theories of Leadership
Great Man Theories
Trait Theories
Behavior Theories
Contingency Theories
Influence Theories
Relational Theories

12. Ex. 1.4 Top Seven Reasons for Executive Derailment
Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious, self-centered, thinking of next job, playing politics
Having specific performance problems with the business
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

13. Ex. 1.5 Framework for the Book
Part 1: Introduction to Leadership
Ch. 1: What Does It Mean to be a Leader?
Part 2: Research Perspectives on Leadership
Ch. 2: Traits, Behaviors, and Relationships
Ch. 3: Contingency Approaches
Part 3: The Personal Side of Leadership
Ch.4: The Leader as an Individual
Ch.5: Leadership Mind and Heart
Ch.6: Courage and Moral Leadership
Ch.7: Followership
Part 4: The Leader as a Relationship Builder
Ch.8: Motivation and Empowerment
Ch.9: Leadership Communication
Ch.10: Leading Teams
Ch.11: Developing Leadership Diversity
Ch.12: Leadership Power and Influence
Part 5: The Leader as Social Architect
Ch.13: Creating Vision and Strategic Direction
Ch.14: Shaping Culture and Values
Ch.15: Designing and Leading a Learning Organization
Ch.16: Leading Change