1. Topic 1
Nature and Significance of Leadership

2. Gary Yukl says:
“Leadership is a subject that has long excited interest among scholars and laypeople alike. The term connotes images of powerful, dynamic individuals who command victorious armies, direct corporate empires from atop gleaming skyscrapers, or shape the course of nations. Much of our description of history is the story of military, political, religious, business, and social leaders. The exploits of brave and clever leaders are the essence of many legends and myths.

3. Gary Yukl says:
“Questions about leadership have long been a subject of speculation, but scientific research on leadership did not begin until the twentieth century. The focus of much of the research has been on the determinants of leadership effectiveness. Behavioral scientists have attempted to discover what traits, abilities, behaviors, sources of power, or aspects of the situation determine how well a leader is able to influence followers and accomplish group objectives.

4. Historical Impact of Leadership
Homer’s Odyssey – emphasizes the importance of self-confidence in successful leadership
Confucian writings – emphasize importance of setting a moral example and using rewards and punishment
Taoism – emphasizes that effective leaders maintain a low profile and work through others
Old and New Testament – leadership challenges confronting Moses
20th Century – Publications such as Leadership Quarterly, books such as Covey’s The Seven Habits of Highly Effective People

5. Name a Good Leader
Name a good leader (someone you think of when you think of the word leader).

6. Do you think about world leaders, political leaders, business leaders, religious or social leaders, sports and entertainment leaders?

7. Do you think about business leaders like:
Carly Fiorina
Wayne Huizenga
Sam Walton
Steve Jobs
Jack Welch
Jeffrey Immelt
Herb Kelleher
Sue Wellington
Bill Gates
Richard Parsons
Anne Mulcahy
Michael Eisner
Etc.,Etc.,Etc.

8. Are these companies known for leadership?
Southwest
Wal-Mart
Microsoft
Dell
Disney
Home Depot
Starbucks
Harley Davidson
Toyota
Etc.

9. What are characteristics or qualifications of good leaders?

10. Qualifications of Good Leaders
Integrity
Sincerity
Sense of Humor
Intelligence
Knowledgeable
Energetic
Enthusiastic
Determined
Approachable
Flexible
Good Listener
Fair
Honest
Consistent

11. Leaders You Know
What about a parent/ a friend/ a colleague/ some teacher or coach you know/ a _________, or__________.

12. Good leaders exist in the smallest and largest of organizations.

13. Leadership on Stages Large and Small
Not all leaders are famous or powerful.
Most leaders are not known outside their own particular sphere or activity, nor should they be.
Every one of us has the opportunity to be a leader.

14. Rod Kramer, Professor of Leadership at Stanford
Teaches an MBA Course on Leadership with a focus on “ Genius and Folly ”.
He asks his students to tell him a good leader (or) one who has leadership potential.
Answer is ______________!!!!!!!!!

15. Previously, most Leadership Research/Theory/Study was classified into 4 approaches:
Trait Approach (personal attributes of Leaders)
Behavior Approach (what manages and leaders actually do)
Power-Influence Approach (examining influence processes between leaders and followers)
Situational Approach (contextual factors)

16. Great Person Theory of Leadership
Leaders are “born” with a set of personal qualities that make them great leaders
Focus is on identifying the personal traits that characterize those individuals who emerge as leaders

17. A Study of the Leadership Process
A fault of some leadership studies is emphasis upon the “individual” rather than the individual as a factor in a social situation.
Leadership study calls for a situational approach, which is fundamentally sociological rather than psychological

18. The study of leadership started with the assumption that it was a phenomenon embedded in the leader, as opposed to within the follower.
Viewed from a sociological perspective, leadership is an interplay and relationship between two or more actors within a particular context.

19. Leadership as Partnership
Leadership is a long-term relationship, or partnership, between leaders and group members.
The power between leader and group members is approximately balanced.

20. Several Approaches to Defining Leadership
Leadership as a focus of group processes
Leadership as personality and its effects
Leadership as an act or behavior
Leadership as an instrument of goal achievement
Leadership as an emerging effect of interaction
Leadership as a differentiated role
Leadership as the initiation of structure
Leadership as the art of inducing compliance
Leadership as the exercise of influence
Leadership as a form of persuasion
Leadership as a power relationship

21. Defining Leadership
“There are almost as many definitions of Leadership as there are persons who have attempted to define the concept.” (Stogdill, 1974)

22. Definitions of Leadership

23. Leadership Defined
The creative and directive force of morale (Munson, 1921).
The process by which an agent induces a subordinate to behave in a desired manner (Bennis, 1959).
The presence of a particular influence relationship between two or more persons (Hollander & Julian, 1969).

24. Leadership Defined continued
Directing and coordinating the work of group members (Fiedler, 1967).
An interpersonal relations in which others comply because they want to, not because they have to (Merston, 1969, Hogan, Curphy, & Hogan, 1994).
Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals (Bass, 1985; Tichy & Devanna, 1986).

25. Leadership Defined continued
The process of influencing an organized group toward accomplishing its goals (Roach & Behling, 1984).
Actions that focus resources to create desirable opportunities (Campbell, 1991).
The leader’s job is to create conditions for the team to be effective (Ginnett, 1996.)

26. Leadership:
1. Leadership is “the behavior of an individual when he is directing the activities of a group toward a shared goal.” (Hemphill&Coons)
2. Leadership is “interpersonal influence, exercised in a situation, and directed, through the communication process, toward the attainment of a specified goal or goals.” (Tannenbaum)
3. Leadership is “the initiation and maintenance of structure in expectation and interaction.” (Stogdill)

27. Leadership:
4. Leadership is “the influential increment over and above mechanical compliance with the routine directives of the organization.” (Katz & Kahn)
5. Leadership is “the process of influencing the activities of an organized group toward goal achievement.” (Rauch & Behling)

28. Leadership:
6. Leadership is a process of giving purpose (meaning direction) to collective effort, and causing willing effort to be expended to achieve purpose. (Jacobs & Jaques)
7. Leaders are those who consistently make effective contributions to social order, and who are expected and perceived to do so. (Hosking)

29. Peter Senge, The Fifth Discipline
In a learning organization, leaders are designers, stewards, and teachers. They are responsible for building organizations where people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models-that is, they are responsible for learning.

30. Irwin Federman:
“If you think about it, people love others not for who they are, but for how they make us feel. We willingly follow others for much the same reason. It makes us feel good to do so. Now, we also follow platoon sergeants, self-centered geniuses, demanding spouses, bosses of various persuasions and others, for a variety of reasons as well. But none of those reasons involves that person’s leadership qualities. In order to willingly accept the direction of another individual, it must feel good to do so.

31. Irwin Federman (cont.)
“This business of making another person feel good in the unspectacular course of his daily comings and goings is, in my view the very essence of leadership.””

32. Leadership
The ability to inspire confidence and support among the people who are needed to achieve organizational goals

33. Definition of Leadership
A leader is any person who influences individuals and groups within an organization, helps them in the establishment of goals, and guides them toward achievement of those goals, thereby allowing them to be effective.

34. Keys Elements of the Definition of Leadership
Leadership is a group phenomenon
Leadership is goal oriented; leaders guide and influence others
Leadership involves some form of hierarchy in the group

35. Definition of Leadership Effectiveness
Leader are effective when their followers achieve their goals, can function well together, and can adapt to the changing demands from external forces.

36. Leaders are Effective When:
The group achieves its goals
Internal processes are smooth
The group can adapt to external forces

37. A Working Definition of Leadership
“Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.”

38. Type of Influence Process
Leadership only occurs when influence attempts results in enthusiastic commitment
All types of influence need to be examined – even when forcing or manipulating subordinates

39. What Leaders Can Influence
The interpretation of external events by members
The choice of objectives and strategies to pursue
The motivation of members to achieve the objectives
The mutual trust and cooperation of members
The organization and coordination of work activities

40. What Leaders Can Influence
The allocation of resources to activities and objectives
The development of member skills and confidence
The learning and sharing of new knowledge by members
The enlistment of support and cooperation from outsiders
The design of formal structure, programs, and systems
The shared beliefs and values of members

41. Ron Heifetz: Leadership is an activity.
Leadership is what individuals do in mobilizing other people, in organizations or communities, to do what I call “adaptive work.”

42. Ron Heifetz Con’t:
Adaptive work can mean clarifying a conflict in values, or bridging the gap between the values that we stand for and the current conditions under which we operate. When you have a problem or a challenge for which there is no technical remedy, a problem for which it won’t help to look to an authority for answers – the answers aren’t there- that problem calls for adaptive work.

43. INC.: Can you give us a succinct definition of leadership?
HEIFETZ: I define leadership as an activity, not as a set of personality characteristics. So what I’m interested in is developing people’s capacity to perform a particular activity, and I call this activity “leadership.” And the activity of leadership I define as the mobilization of the resources of a people or of an organization to make progress on the difficult problems it faces.

44. HEIFETZ Con’t:
Notice that I am not talking about routine problems; I don’t think they require leadership. I’m talking about difficult problems. In those situations, someone exercising leadership is orchestrating the process of getting factions with competing definitions of the problem to start learning from one another.

45. Heifetz Con’t:
There is so much hunger for leadership in business today. Everyone wants better leaders. What do great leaders do?
The real heroism of leadership involves having the courage to face reality – and helping the people around you face reality. It’s no accident that the work “vision” refers to our capacity to see. Of course, in business, vision has come to mean something abstract or even inspirational. But the quality of any vision depends on its accuracy, not just on its appeal or on how imaginative it is.

46. Heifetz Con’t:
Mustering the courage to interrogate reality is a central function of a leader. And that requires the courage to face three realities at once. First, what values do we stand for – and are there gaps between those values and how we actually behave? Second, what are the skills and talents of our company – and are there gaps between those resources and what the market demands? Third, what opportunities does the future hold – and are there gaps between those opportunities and our ability to capitalize on them?

47. Heifetz Con’t:
Now, don’t get the wrong idea. Leaders don’t answer those questions themselves. That’s the old definition of leadership: The leader has the answers – the vision – and everything else is a sales job to persuade people to sign up for it. Leaders certainly provide direction. But that often means posing well-structured questions, rather than offering definitive answers. Imagine the differences in behavior between leaders who operate with the idea that “leadership means influencing the organization to follow the leader’s vision” and those who operate with the idea that “leadership means influencing the organization to face its problems and to live into its opportunities.” That second idea – mobilizing people to tackle tough challenges – is what defines the new job of the leader.

48. Are Leaders Born or Made?
Do some people just almost seem to have an innate ability to be leaders – a proclivity to lead? Or
Do you have to learn, study, research, read, and work at being a leader?

49. Some managers may be effective leaders without ever having taken a course or training program in leadership.
Some scholars in the field of leadership may be relatively poor leaders themselves.

50. Scientific and artistic perspectives of leadership are interdependent, not mutually exclusive. Knowing the leadership research is neither necessary nor sufficient for being a good leader; however, it does lend additional perspectives for analyzing leadership situations.

51. Thos Kuhn
Kuhn characterized leadership as an immature science, i.e. not precise – we know how to study leadership but we can’t predict human behavior and its effects with precision.

52. Even those individuals with extensive knowledge of the leadership research may be poor leaders. Knowing what to do is not the same as knowing when, where and how to do it. The art of leadership concerns the skill of understanding leadership situations and influencing others to accomplish group goals.

53. Formal leadership education may give individuals the skills to better understand leadership situations, and mentorships and experience may give individuals the skills to better influence others.

54. Leadership Is Both Rational and Emotional.
Emotional appeals
Rational techniques

55. Effective Leaders Impact Followers at Both a Rational and Emotional Level.
Emotions affect the perceptions and actions of leaders and followers
Can be Negative –Sarcasm
Can be Positive -Inspiring/Charismatic
Rational:
Establishment of Rules and Guidelines
Goal-Setting
Decision-Making
(Vroom & Yetton)

56. Leadership is Both Rational and Emotional
Leadership includes actions and influences based on reason and logic as well as those based on inspiration and passion.
Good leadership is more than just calculation and planning, or following a “checklist.”
Good leadership involves touching others’ feelings; emotions play an important role in leadership too.

57. Leadership is Both Rational and Emotional (continued)
Aroused feelings can be used either positively or negatively, constructively or destructively.
The mere presence of a group can cause people to act differently than when they are alone.
Leaders need to consider both the rational and the emotional consequences of their actions.

58. Warren Bennis “Managers do things right, while
leaders do the right things.”

59. Distinctions Between Managers and Leaders (Bennis)
Administer
Maintain
Control
Have a short-term view
Ask how and when
Imitate
Accept the status quo
Leaders:
Innovate
Develop
Inspire
Take the long-term view
Ask what and why
Originate
Challenge the status quo

60. Leadership and Management
Leader-Team direction
Manager- Structure and systems
Leaders- Effectiveness, results
Managers- Efficiency, methods
Leaders- Build team
Managers- Specific activities

61. Leadership vs. Management

62. Kotter:
Management is more formal and scientific than leadership. It relies on universal skills such as planning, budgeting, and controlling. Management is an explicit set of tools and techniques, based on reasoning and testing, that can be used in a variety of situations.
Leadership, in contrast to management, involves having a vision of what the organization can become.
Leadership requires eliciting cooperation and teamwork from a large network of people and keeping the key people in that network motivated, using every manner of persuasion.

63. Can we make a distinction between management and leadership?

64. Safe to say that leadership and management can be distinguished as separate functions, but a more comprehensive approach can be made by viewing the overlapping function of managers and leaders.

65. A Framework for Understanding Leadership

66. Alternative Conceptualizations
Self-Leadership
Coleadership
Organizational
Leadership
Strategic
Leadership
Servant
Leadership
Symbolic
Leadership

67. Small Groups
15 Minutes
Topic: Open

68. Discussion: What was topic? Who suggested topic? Leader emerge?
Anyone dominate?
Anyone remain silent?