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What Does It Mean to Be a Leader?

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Presentation on theme: "What Does It Mean to Be a Leader?"— Presentation transcript:

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*

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