2. Becoming an Effective Leader
Chapter Eight
Becoming an Effective Leader

3. Are Leaders Born or Made?
Leadership is an influence process; therefore, leaders are people who, by their actions, encourage a group of people to move toward a common or shared goal. A leader is an individual; leadership is the function that the individual performs. Individuals within an organization who have authority are often referred to as leaders, regardless of how they act in their jobs. But just because someone is supposed to be a formal leader in an organization, he or she may or may not exercise leadership. In fact, informal or emergent leaders can exhibit leadership even though they do not hold formal leadership positions.
Harvard’s John Kotter compares management and leadership. Management, he says, is about dealing with complexity: drawing formal plans, designing organizational structures, and monitoring outcomes. Leadership, in contrast, is about coping with change. Leaders establish direction by developing a vision; then they communicate this vision to people and inspire them to overcome obstacles. Robert House of the Wharton School of Business concurs and says that mangers use formal authority to obtain compliance from organizational members. Management consists of implementing the vision and strategy provided by leaders, coordinating and staffing the organization, and handling day-to-day problems.
While both management and leadership promote organizational effectiveness, most companies are over-managed and under-led.

4. What Is Leadership? Many theories (trait, behavioral, etc.)
Is it the same as management?
A definition of leadership
Formal and informal leaders
Leadership and management
Leadership is an influence process; therefore, leaders are people who, by their actions, encourage a group of people to move toward a common or shared goal. A leader is an individual; leadership is the function that the individual performs. Individuals within an organization who have authority are often referred to as leaders, regardless of how they act in their jobs. But just because someone is supposed to be a formal leader in an organization, he or she may or may not exercise leadership. In fact, informal or emergent leaders can exhibit leadership even though they do not hold formal leadership positions.
Harvard’s John Kotter compares management and leadership. Management, he says, is about dealing with complexity: drawing formal plans, designing organizational structures, and monitoring outcomes. Leadership, in contrast, is about coping with change. Leaders establish direction by developing a vision; then they communicate this vision to people and inspire them to overcome obstacles. Robert House of the Wharton School of Business concurs and says that mangers use formal authority to obtain compliance from organizational members. Management consists of implementing the vision and strategy provided by leaders, coordinating and staffing the organization, and handling day-to-day problems.
While both management and leadership promote organizational effectiveness, most companies are over-managed and under-led.

5. Trait Theory
Leadership Traits: represent the personal characteristics that differentiate leaders from followers.
Historic findings reveal that leaders and followers vary by - intelligence - dominance - self-confidence - level of energy and activity - task-relevant knowledge
Contemporary findings show that - people tend to perceive that someone is a leader when he or she exhibits traits associated with intelligence, masculinity, and dominance - people want their leaders to be credible - credible leaders are honest, forward-looking, inspiring, and competent

6. Trait Theory (continued)
Gender and leadership
- men and women were seen as displaying more task and social leadership, respectively
- women used a more democratic or participative style than men, and men used a more autocratic and directive style than women
- men and women were equally assertive
- women executives, when rated by their peers, managers and direct reports, scored higher than their male counterparts on a variety of effectiveness criteria

7. Key Leadership Traits to Develop
Self-Confidence
Trustworthiness
Assertiveness
Emotional Stability
Sense of Humor
Self-Awareness and Self-Objectivity
Cognitive Skills
Emotional Intelligence
Passion and Enthusiasm

8. Transactional versus Charismatic Leadership
Transactional Leadership: focuses on the interpersonal interactions between managers and employees
Transactional Leaders - use contingent rewards to motivate employees - exert corrective action only when employees fail to obtain performance goals

9. Charismatic Leaders Vision and Articulation Personal Risk
Sensitivity to Environment
Sensitivity to Followers
Charisma is a special quality of leaders whose purposes, powers and extraordinary determination differentiate them from others…this is a subjective perception, normally held by a large group
Unconventional Behavior

10. Developing Charisma Communicate a Vision
Make frequent use of metaphors and analogies
Inspire trust and confidence
Be highly energetic and goal oriented
Be emotionally expressive and warm
Make ample use of your true stories
Smile frequently, even if you are unhappy
Be candid
Make everyone feel that he/she is important
Make non-verbal signals of self-confidence
Be willing to take risks

11. Transformational Leadership
Charisma
Inspiration
Intellectual stimulation
Individualized consideration

12. Developing Team Leader Skills
Build a Mission Statement
Show your team members that they are trusted
Encourage team members to recognize each others accomplishments
Establish a sense of urgency and High Performance standards
Encourage honest criticism
Use team symbols
Use peer evaluations
Help team members see the ‘Big Picture’
Minimize formation of ‘In-groups’ and ‘Out-groups’

13. Servant Leadership and Superleadership
Servant Leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself.
A superleader is someone who leads others to lead themselves by developing employees’ self-management skills.
Superleaders attempt to increase employees’ feelings of personal control and intrinsic motivation.

14. Developing your own Leadership Potential
Acquire broad experience
Model effective leaders
Self-develop leadership traits
Become an integrated human being (know thyself)
Practice a little leadership
Help your leader lead