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. MANAGER’S WHO Take all the credit Is selfish and rude
Makes mistakes and blames others
Cares only about self
Is threatened by competence and new ideas
Is 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:
Teachers
Hero
Ruler

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

7. 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 ethical purpose
Humble

8. 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

9. 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

10. 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

11. 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.

12. How Do You Learn to Lead? Experience from who you report
Examples from ????
Books and School

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

14. Ex. 1.5 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
Over managing, being unable to delegate or build a team
Being unable to select good subordinates

15. Model of Leadership Evolution
Leadership Era 1
Leadership Era 2
Leadership Era 3
Leadership Era 4

16. New Era????? Control to Power Completion to Collaboration
Uniformity to diversity
Self Centered to Higher Ethical Purpose
Hero to Humble
* CHANGE OVER STABILITY*