Presentation on theme: "1 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."— Presentation transcript:
1 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 InfluenceIntention Followers Shared purpose Change Personal responsibility and integrity Leader
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 ManagementLeadership 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.) ManagementLeadership Personal Qualities 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 1.Acting with an insensitive, abrasive, intimidating, bullying style 2.Being cold, aloof, arrogant 3.Betraying personal trust 4.Being overly ambitious, self-centered, thinking of next job, playing politics 5.Having specific performance problems with the business 6.Overmanaging, being unable to delegate or build a team 7.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