1. WHAT DOES IT MEAN TO BE A LEADER? Damon Burton University of Idaho

2. How would you personally define leadership?

3. LEADERSHIP DEFINED  Leadership – is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.  Influence – suggests that the relationship among people is (a) active, not passive, (b) multidirectional and (c) noncoercive.  Change – is desired rather than maintaining the status quo

4. LEADERSHIP DEFINED - 2  Change – reflects purposes that leaders and followers share.  Leadership attempts to influence others to come together around a common vision.  Leadership is a people activity and involves change “among people” and not “to people.”  Intention means promoting people to actively pursue change.

5. HOW ARE LEADERS DIFFERENT?  Leaders are not necessarily different.  Qualities of effective leadership are the same as for effective followership.  Many of us are both effective leaders and followers, depending on the role we play and the situation we are in.  Ideally, leadership is shared among leaders and followers, with each fully engaged and accepting higher levels of responsibility.

6. Identify someone you know personally who you would consider a leader.  parent,  friend,  teacher,  coach,  boss

7. What characteristics make this person a leader?

8. WHAT CHARACTERISTICS MAKE THIS PERSON A LEADER?  Leadership is an everyday way of acting and thinking that has little to do with a title or formal position in an organization  Leadership is about committing to find ways to lead.

9. CHARACTERISTICS OF GLOBALIZATION – HOW THE WORLD GOT FLAT  Windows-powered PCs  the Web and Netscape,  work-flow software,  uploading (e.g., Wikipedia),  outsourcing,

10. CHARACTERISTICS OF GLOBALIZATION – HOW THE WORLD GOT FLAT - 2  off-shoring,  supply-chaining,  insourcing (e.g., UPS),  in-forming (e.g., Google & Yahoo),  steroids – digital, mobile, personal, & virtual.

11. NEW PARADIGM Old Old Stabilitycontrolcompetitionuniformityself-centeredhero New change & crisis management empowermentcollaborationdiversity higher purpose humble

12. FROM STABILITY TO CHANGE  change and crisis are inevitable,  use change as a source of energy and self-renewal,  develop effective crisis management skills to weather storm,  view problems as opportunities but must be prepared to handle them.

13. FROM CONTROL TO EMPOWERMENT  Rigid organizational hierarchies and structured jobs with strict procedures were believed necessary for high productivity.  Control and rigidity reduce motivation, innovation and morale.  Leaders need to share power rather than hoard it.

14. FROM CONTROL TO EMPOWERMENT  Leaders need to find ways to increase an organization’s brain power by getting everyone involved and committed.  Recognize that information not assets are today’s major corporate resources.  In 1950, 73% of corporate worth were tangible assets, but by 2002 it had declined to only 53%.  Employees’ knowledge is valuable only if used and allowed to flourish.

15. FROM COMPETITION TO COLLABORATION  Most organizations today stress teamwork and cooperation.  Work teams are horizontal collaboration across departments.  Collaboration increases resources and promotes better solutions that competition alone.  Companies today are forming partnerships with competitors to enhance quality and reduce cost.

16. FROM COMPETITION TO COLLABORATION  Collaboration creates numerous challenges for leaders.  It is difficult to create a climate that fosters teamwork and community in order to promote collaboration and mutual support.  Empowerment of team members has replaced intimidation and manipulation as major motivation strategies.

17. FROM UNIFORMITY TO DIVERSITY  Uniformity, separation and specialization have characterized organizations in the past.  People who think alike, act alike and have similar skills have been grouped together into teams or units.  When teams are too homogeneous, it stifles innovation and creativity.  In the Information Age, diversity increases brainpower and creativity and promotes success.

18. FROM SELF-CENTERED TO HIGHER PURPOSE  Pay for CEOs quadrupled between 1993 and 2005.  CEO pay was 369 times the average employee’s salary.  New paradigm leaders emphasize accountability, integrity, responsibility and humility.  “Doing the right thing—even if it hurts” is the new motto.  Servant leaders want to help their followers prosper.

19. FROM HERO TO HUMBLE  Rather than being a celebrity, Level 5 leaders work hard behind- the-scenes to support and develop others in order to create a strong organization.  “Let others take the credit” is the new motto.  New age leaders do what is best for the company with a complete lack of ego.

20. FROM HERO TO HUMBLE  Darwin Smith of Kimberly-Clark humbly attributed his success to “I never stopped trying to become qualified for the job.”  Level 5 leaders accept all the blame for failure but give the credit for success to others.  New age leaders work to develop many strong leaders who can step forward and continue the organization’s success long into the future.

21. RUDY GUILIANI’S LEADERSHIP SUCCESS PRESCRIPTION  develop and communicate strong beliefs (i.e., sell your ideas),  accept responsibility (i.e., accountability),  surround yourself with great people,  study, read and learn independently.

22. MANAGEMENT VERSUS LEADERSHIP  Management – the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources.  Both management and leadership are essential and must be integrated effectively to promote high performance.

23. MANAGE OR LEAD? Leadership Leadership Direction - planning, budgeting, bottom line Alignment - organizing, staffing, directing & controlling Relationships - acting as boss, position power & object focus Personal Qualities - Emotional distance, conformity, insight, talking, expert mind Outcomes - stability & efficiency culture Management Create vision/strategies with eye on horizon Create shared culture & values, helping others grow. Coach role to inspire and motivate followers using a people-focus Open mind, insight, listener, courage & emotionally connected Create change and a culture of integrity

24. PROVIDING DIRECTION  Management focuses of detailed plans and schedules, then allocating resources to accomplish the plan.  Leadership creates a compelling vision for the future and developing strategies for producing the changes needed to achieve the vision.

25. ALIGNING FOLLOWERS  Management organizes a structure to accomplish a plan, including: staffing, developing policies and procedures to direct followers and monitor plan implementation.  Managers are thinkers and followers are doers.  Leadership communicates the vision and develops a shared culture and set of core values that can lead to the desired goal. keeps their eye on the horizon and the long- term future.  Followers are thinkers and doers and leaders foster a sense of ownership in everyone.

26. ALIGNING FOLLOWERS  Management creates boundaries with different specialties, departments and a hierarchial level.  Leaders break down boundaries so people know what others are doing, can coordinate easily and feel a sense of teamwork.  Leaders encourage people to expand their minds and abilities and assume responsibility for their own actions.  Management communication involves providing answers and solving problems.  Leaders ask questions, listen and involve others.

27. BUILDING RELATIONSHIPS  Management focuses on objects such as machines and reports and on taking steps needed to produce goods and services.  Leaders focus on motivating and inspiring followers.  Management relationships are based on position and formal authority.  Leaders base relationships on personal relationships.

28. DEVELOPING PERSONAL LEADERSHIP QUALITIES  Leaders have enthusiasm, integrity, courage and humility.  Leaders have a genuine passion for work and concern for others. They love what they do and want to share their passion with others.  Leaders help followers become part of a community and feel they are contributing to something worthwhile.  Leaders have courage to admit mistakes and doubt, to take risks, to listen and to trust and learn from others.  Leaders know who they are and what they stand for.

29. DEVELOPING PERSONAL LEADERSHIP QUALITIES  Management encourages emotional distance.  Management means providing answers and solving problems.  Managers find emotional connections uncomfortable.  Leaders have courage to admit mistakes and doubt, to take risks, to listen and to trust and learn from others.  Leaders are willing to be nonconformists, to disagree and to step out of their comfort zone.

30. CREATING OUTCOMES  Management maintains stability, predictability and order through a culture of efficiency.  Management helps organizations consistently achieve short-term results and meet the expectations of stakeholders.  Leaders create change, within a culture of integrity that helps organizations thrive long-term by promoting openness, honesty, positive relationships and long-term focus.  Leaders question and challenge the status quo.

31. LEADERSHIP THEORIES  “Great Man” Theories,  Trait Theories  Behavior Theories,  Contingency Theories,  Influence Theories,  Relational Theories,

32. LEADERSHIP EVOLUTION

33. REASONS FOR EXECUTIVE DERAILMENT  Acting in an insensitive, abrasive, intimidating, bullying style,  Being cold, aloof and 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 subordinate.