What Does it Mean to be a Leader Learning Objectives Understand the full meaning of leadership and see the leadership potential in yourself and others Recognize and facilitate ID: 261805
Download Presentation The PPT/PDF document "Chapter 1" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Chapter 1
What Does
it Mean
to
be a
Leader?Slide2
Learning ObjectivesUnderstand
the full meaning of leadership and
see
the leadership potential in yourself and othersRecognize and facilitate the six fundamental transformations in today’s organizations and leadersIdentify the primary reasons for leadership derailment and the new paradigm skills that can help avoid it
2Slide3
Learning ObjectivesRecognize
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 outcomes3Slide4
Learning ObjectivesExplain how leadership has evolved and how historical approaches apply to the practice of leadership today
4Slide5
Exhibit 1.1 - What Leadership Involves
5Slide6
LeadershipInfluencing others to come together around a common vision
Multidirectional
Noncoercive
Reciprocal in natureInvolves creating changeQualities required for effective leadership are also needed to be an effective follower
6Slide7
LeadershipEffective
followers are:
Self thinkers who do assignments with energy and
enthusiasmLeaders are:Committed to the common good rather than self-interestFirm in their beliefs
7Slide8
Exhibit 1.2 - The New Reality for Leaders
8Slide9
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
9Slide10
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 MintzbergSlide11
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
11Slide12
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
12Slide13
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
13Slide14
Exhibit 1.4 - Leadership Evolution
14Slide15
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 changingSlide16
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 experienceSlide17
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.