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1435462858_413504.pptxChapter 1
What Does it Mean to be a Leader?
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©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.
©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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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
©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
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©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
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©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
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©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
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©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
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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
©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
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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
©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
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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.
©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.
