Research Paper -Individual Submission
TripleHHH
Chapter1-WhatDoesItMeantoBeaLeader1.pptx
CHAPTER 1
What Does It Mean to Be a Leader?
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 3)
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 you avoid it
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 3)
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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 3 of 3)
Explain how leadership has evolved and how historical approaches apply to the practice of leadership today
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership
An influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes
©2018 Cengage Learning®. 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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership (slide 1 of 2)
Influence
Relationship among people is not passive
Multidirectional
Noncoercive
Reciprocal
People want substantive changes
Qualities required for effective leadership are also needed to be an effective follower
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership (slide 2 of 2)
Leaders must have followers
Effective followers
Think for themselves
Carry out assignments with energy and enthusiasm
Leadership is shared among leaders and followers
Everyone should be fully engaged
Everyone should accept higher levels of responsibility
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Paradigm
A shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world
©2018 Cengage Learning®. 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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Management and Vision
Management
Attainment of organizational goals in an effective and efficient manner through:
Planning and organizing
Staffing and directing
Controlling organizational resources
Vision
Picture of an ambitious, desirable future for the organization or team
©2018 Cengage Learning®. 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
Sources: 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), p. 7; Henry Mintzberg, Managing (San Francisco: Berrett-Koehler, 2009); and Mike Maddock, ‘‘The One Talent That Makes Good Leaders Great,’’ Forbes (September 26, 2012), www.forbes.com/sites/mikemaddock/2012/09/26/the-one-talent-that-makes-good-leaders-great/ (accessed March 7, 2013).
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Historical Theories of Leadership (slide 1 of 3)
Great man theories
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
Trait theories
Picture of an ambitious, desirable future for the organization or team
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Historical Theories of Leadership (slide 2 of 3)
Behavior theories
Leaders’ behavior toward followers correlated with leadership effectiveness or ineffectiveness
Contingency theories
Leaders can analyze their situation and tailor their behavior to improve leadership effectiveness
Also known as situational theories
Leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Historical Theories of Leadership (slide 3 of 3)
Influence theories
Examine the influence processes between leaders and followers
Charismatic leadership—Influence based on the qualities and charismatic personality of the leader
Relational theories
Focus on how leaders and followers interact and influence one another
Transformational leadership and servant leadership are two important relational theories
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.4 – Leadership Evolution
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Agile Leadership
Giving up control in the traditional sense and encouraging the growth and development of others to ensure organizational flexibility and responsiveness
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Derailment
A phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and can’t advance because of a mismatch between job needs and personal skills and qualities
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.5 – Five Fatal Flaws That Cause Derailment
Source: Based on Yi Zhang, Jean Brittain Leslie, and Kelly M. Hannum, ‘‘Trouble Ahead: Derailment Is Alive and Well,’’ Thunderbird International Business Review 55, no. 1 (January–February 2013), pp. 95–102.
©2018 Cengage Learning®. 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
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), pp. 4–14.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.7 – Framework for the Book
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
