Leadership is Everyone’s Business

2. 1 Leadership is Everyone’s Business Chapter • “Lives of great men all remind us we can make our lives sublime and, departing, leave behind us footprints on the sands of time.” • ~ Henry Wadsworth Longfellow

3. The Purpose of This Book • The purpose is to help develop effectiveness in leadership situations by better understanding the complex challenges involved. • This book will serve as a guide for interpreting leadership theory and research. • This book aims to provide practical advice on how to be a better leader.

4. Three Leaders • Charles de Gaulle • Former French President • Peter Jackson • Film director, The Lord of the Rings Trilogy • Howard Schultz • Chairman and Chief Global Strategist of Starbucks

5. Various Definitions of Leadership • The process by which an agent induces a subordinate to behave in a desired manner. • Directing and coordinating the work of group members. • An interpersonal relation in which others comply because they want to, not because they have to. • The process of influencing an organized group toward accomplishing its goals. • Actions that focus resources to create desirable opportunities.

6. Various Definitions of Leadership (continued) • The leader’s job is to create conditions for the team to be effective. • The ends of leadership involve getting results through others, and the means of leadership involve the ability to build cohesive, goal-oriented teams. Good leaders are those who build teams to get results across a variety of situations. • Leadership represents a complex form of social problem solving.

7. Leadership is Both a Science and an Art “Any fool can keep a rule. God gave him a brain to know when to break the rule.” ~ General Willard W. Scott • Bass & Stogdill’s Handbook of Leadership: Theory, Research and Managerial Applications cites approximately 8,000 studies on leadership. • 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. • Leadership will always remain partly an art as well as a science.

8. 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. • Since people are both rational and emotional, leaders can use rational techniques and/or emotional appeals.

9. 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.

10. Leadership and Management • Managers administer; leaders innovate. • Managers maintain; leaders develop. • Managers control; leaders inspire. • Managers have short-term view; leaders, a long-term view. • Managers ask how and when; leaders ask what and why. • Managers imitate; leaders originate. • Managers accept the status quo; leaders challenge it.

11. Leadership and Management

12. Leadership and Followership • Leadership is a social influence process shared among all members of a group. • Relationship between leadership and followership can be represented by the Möbius strip. • Although indistinguishable in organizations, leadership and followership are not the same thing.

13. Leadership and Followership (continued)

14. 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.

15. Myth: Good Leadership is All Common Sense • Most leadership literature only confirm what anyone with common sense already knows. • However, common sense is an ambiguous term. • One challenge of leadership is to know when common sense applies and when it does not. • If leadership were nothing more than common sense, then problems in the workplace would be few, if any. • Effective leadership must be something more than just common sense.

16. Myth: Leaders are Born, not Made • Innate factors as well as formative experience influence many sorts of behavior, including leadership. • Research indicates that many cognitive abilities and personality traits are at least partially innate. • Our basic natures may be fixed, but different environments can nurture or suppress different leadership qualities. • Leaders are born and made.

17. Myth: The Only School You Learn Leadership From is the School of Hard Knocks • Formal study and learning from experience compliment each other. • Analyze what kind of study will help students learn to discern critical lessons about leadership from their own experience. • Being able to analyze your experiences from multiple perspectives may be the single greatest contribution a formal course in leadership can give you.

18. An Overview of The Book • Part I • Leadership is an interaction between the leader, the followers, and the situation. • Leadership develops through experience. • Leadership can be assessed and studied.

19. An Overview of The Book (continued) • Part II • Uses the leader-follower-situation interaction model as a framework for discussing various theories and findings. • Focuses on the leader, and the issues of power and influence, ethics, values, and attitudes. • Theories and research concerning the leader: how good and bad leaders differ in personality, intelligence, creativity and behavior. • Charismatic leadership.

20. An Overview of The Book (continued) • Part III • Focuses on followers. • Summarizes research. • Provides practical advice on topics such as motivating subordinates and using delegation.

21. An Overview of The Book (continued) • Part IV • Examines how the situation affects the leadership process. • Part V • Explores several specific leadership skills, including practical advice about handling specific leadership challenges.

22. Summary • We define leadership as the process of understanding leadership situations and influencing others toward achieving group goals. • Both education and experience are important for effective leaders. • Leaders must weigh both rational and emotional considerations when attempting to influence others. • Leadership is a whole-person process. • Leadership does not occur without followers. • Leadership is everyone’s business and everyone’s responsibility.