1. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6e ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 1 What Does it Mean to be a Leader?

2. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning 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 avoid it 2

3. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Recognize the traditional functions of management and the fundamental differences between leadership and management Appreciate the crucial importance of providing direction, alignment, relationships, personal qualities, and outcomes 3

4. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Explain how leadership has evolved and how historical approaches apply to the practice of leadership today 4

5. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.1 - What Leadership Involves 5

6. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Influencing others to come together around a common vision – Multidirectional – Noncoercive Reciprocal in nature Involves creating change Qualities required for effective leadership are also needed to be an effective follower 6

7. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership Effective followers are: – Self thinkers who do assignments with energy and enthusiasm Leaders are: Committed to the common good rather than self-interest Firm in their beliefs 7

8. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.2 - The New Reality for Leaders 8

9. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Management and Vision Attainment of organizational goals in an effective and efficient manner through: Planning and organizing Staffing and directing Controlling organizational resources Management Picture of an ambitious, desirable future for the organization or team Vision 9

10. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.3 - Comparing Management and Leadership 10 Source: Based on John P. Kotter, A Force for Change: How Leadership Differs from Management (New York: The Free Press, 1990) and ideas in Kevin Cashman, Lead with Energy, Leadership Excellence, (December 2010) :7; Henry Mintzberg

11. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Leadership Leadership was conceptualized as a single Great Man who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities Great man theories Leaders had particular traits or characteristics that distinguished them from non-leaders and contributed to success Trait theories 11

12. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Leadership Leaders’ behavior correlated with leadership effectiveness or ineffectiveness Behavior theories Leaders can analyze their situation and tailor their behavior to improve leadership effectiveness Known as situational theories Emphasized that leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation Contingency theories 12

13. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Leadership Examined the influence processes between leaders and followers Charismatic leadership - Influence based on the qualities and personality of the leader Influence theories Focused on how leaders and followers interact and influence one another Transformational leadership and servant leadership are two important relational theories Relational theories 13

14. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.4 - Leadership Evolution 14

15. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Fatal Flaws That Cause Derailment 15 Failing to meet business objectives because of too much time promoting themselves and playing politics, a failure to fulfill promises, or a lack of hard work Performance problems Being insensitive, manipulative, critical, and not trustworthy in relationships with peers, direct reports, customers, and others Problems with relationships Not learning from feedback and mistakes to change old behaviors Defensive, unable to handle pressure, and unable to change management style to meet new demands Difficulty changing

16. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Fatal Flaws That Cause Derailment 16 Poor management of direct reports Inability to get work done through others Not identifying and hiring the right people Difficulty building and leading a team Inability to work effectively or collaborate outside their current function Failing to see big picture when moved into general management position over several functions Too narrow management experience

17. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.6 - Learning to Be a Leader 17 Source: Based on “Guidelines for the Apprentice Leader,” in Robert J. Allio, “Masterclass: Leaders and Leadership—Many Theories, But What Advice Is Reliable?” Strategy & Leadership 41, no. 1 (2013): 4–14.