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Chapter 1

Chapter 1. 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 the six fundamental transformations in today’s organizations and leaders

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Chapter 1

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  1. Chapter 1 What Does it Mean to be a Leader?

  2. 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

  3. 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

  4. Learning Objectives Explain how leadership has evolved and how historical approaches apply to the practice of leadership today

  5. Exhibit 1.1 - What Leadership Involves

  6. 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

  7. 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

  8. Exhibit 1.2 - The New Reality for Leaders

  9. 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

  10. Exhibit 1.3 - Comparing Management and Leadership 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. Theories of Leadership • 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 • Leaders had particular traits or characteristics that distinguished them from non-leaders and contributed to success

  12. Theories of Leadership • Behavior theories • Leaders’ behavior correlated with leadership effectiveness or ineffectiveness • Contingency 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

  13. Theories of Leadership • Influence theories • Examined the influence processes between leaders and followers • Charismatic leadership - Influence based on the qualities and personality of the leader • Relational theories • Focused on how leaders and followers interact and influence one another • Transformational leadership and servant leadership are two important relational theories

  14. Exhibit 1.4 - Leadership Evolution

  15. Fatal Flaws That Cause Derailment • Performance problems • 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 • Problems with relationships • Being insensitive, manipulative, critical, and not trustworthy in relationships with peers, direct reports, customers, and others • Difficulty changing • 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

  16. Fatal Flaws That Cause Derailment • Difficulty building and leading a team • Poor management of direct reports • Inability to get work done through others • Not identifying and hiring the right people • Too narrow management experience • Inability to work effectively or collaborate outside their current function • Failing to see big picture when moved into general management position over several functions

  17. 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): 4–14.

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