2 Chapter ObjectivesUnderstand 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 MANAGER’S WHO Take all the credit Is selfish and rude Makes mistakes and blames othersCares only about selfIs threatened by competence and new ideasIs dishonest and unfair
5 Definition of Leadership Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.TYPES:TeachersHeroRuler
6 Ex. 1.1 What Leadership Involves InfluenceIntentionLeaderSocial InfluencePersonal responsibility and integrityFollowersShared purposeChange
7 Ex. 1.2 The New Reality for Leadership OLD ParadigmStabilityControlCompetitionUniformitySelf-centeredHeroNEW ParadigmChange/crisis mgt.EmpowermentCollaborationDiversityHigher ethical purposeHumble
8 Management and VisionManagement 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
9 Ex. 1.3 Comparing Management and Leadership DirectionPlanning and budgetingKeeping eye on bottom lineCreating vision and strategyKeeping eye on horizonAlignmentOrganizing and staffingDirecting and controllingCreating boundariesCreating shared culture and valuesHelping others growReducing boundariesRelationshipsFocusing on objects – producing/selling goods and servicesBased on position powerActing as bossFocusing on people – inspiring and motivating followersBased on personal powerActing as coach, facilitator, servant
10 Ex. 1.3 (contd.) Management Leadership Personal Qualities Outcomes Emotional distanceExpert mindTalkingConformityInsight into organizationEmotional connections (Heart)Open mind (Mindfulness)Listening (Communication)Nonconformity (Courage)Insight into self (Character)OutcomesMaintains stability; creates culture of efficiencyCreates change and a culture of integrity
11 Position powerA 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.
12 How Do You Learn to Lead? Experience from who you report Examples from ????Books and School
13 Theories of Leadership Great Man TheoriesTrait TheoriesBehavior TheoriesContingency TheoriesInfluence TheoriesRelational Theories
14 Ex. 1.5 Top Seven Reasons for Executive Derailment Acting with an insensitive, abrasive, intimidating, bullying styleBeing cold, aloof, arrogantBetraying personal trustBeing overly ambitious, self-centered, thinking of next job, playing politicsHaving specific performance problems with the businessOver managing, being unable to delegate or build a teamBeing unable to select good subordinates
15 Model of Leadership Evolution Leadership Era 1Leadership Era 2Leadership Era 3Leadership Era 4
16 New Era????? Control to Power Completion to Collaboration Uniformity to diversitySelf Centered to Higher Ethical PurposeHero to Humble* CHANGE OVER STABILITY*