1

Chapter 1

What Does It Mean to Be a Leader?

2

Chapter 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 you avoid it.

Recognize the traditional functions of management and the fundamental differences between leadership and management.

3

Chapter Objectives (contd.)

Appreciate the crucial importance of providing direction, alignment, relationships, personal qualities, and outcomes.

Realize how historical leadership approaches apply to the practice of leadership today.

4

Definition of Leadership

Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.

5

Ex. 1.1 What Leadership Involves

Influence Intention

Followers

Shared purpose

Change

Personal responsibility and integrity

Leader

6

Ex. 1.2 The New Reality for Leadership

OLD ParadigmStability

Control

Competition

Uniformity

Self-centered

Hero

NEW ParadigmChange/crisis mgt.

Empowerment

Collaboration

Diversity

Higher purpose

Humble

7

Management and Vision

Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources.

Vision is a picture of an ambitious, desirable future for the organization or team

8

Ex. 1.3 Comparing Management and Leadership

Management Leadership

Direction Planning and budgeting

Keeping eye on bottom line

Creating vision and strategy

Keeping eye on horizon

Alignment Organizing and staffing

Directing and controlling

Creating boundaries

Creating shared culture and values

Helping others grow

Reducing boundaries

Relationships Focusing on objects – producing/selling goods and services

Based on position power

Acting as boss

Focusing on people – inspiring and motivating followers

Based on personal power

Acting as coach, facilitator, servant

9

Ex. 1.3 (contd.)

Management Leadership

Personal Qualities Emotional distance

Expert mind

Talking

Conformity

Insight into organization

Emotional connections (Heart)

Open mind (Mindfulness)

Listening (Communication)

Nonconformity (Courage)

Insight into self (Character)

Outcomes Maintains stability; creates culture of efficiency

Creates change and a culture of integrity

10

Position power

A written, spoken, or implied contract wherein people accept either a superior or subordinate role and see the use of coercive as well as noncoercive behavior as an acceptable way of achieving desirable results.

11

Theories of Leadership

Great Man Theories

Trait Theories

Behavior Theories

Contingency Theories

Influence Theories

Relational Theories

12

Ex. 1.4 Top Seven Reasons for Executive Derailment

1. Acting with an insensitive, abrasive, intimidating, bullying style

2. Being cold, aloof, arrogant3. Betraying personal trust4. Being overly ambitious, self-centered, thinking of

next job, playing politics5. Having specific performance problems with the

business6. Overmanaging, being unable to delegate or build

a team7. Being unable to select good subordinates

13

Ex. 1.5 Framework for the BookPart 1: Introduction to LeadershipCh. 1: What Does It Mean to be a Leader?

Part 2: Research Perspectives on LeadershipCh. 2: Traits, Behaviors, and RelationshipsCh. 3: Contingency Approaches

Part 3: The Personal Side of LeadershipCh.4: The Leader as an IndividualCh.5: Leadership Mind and HeartCh.6: Courage and Moral LeadershipCh.7: Followership

Part 4: The Leader as a Relationship BuilderCh.8: Motivation and EmpowermentCh.9: Leadership CommunicationCh.10: Leading TeamsCh.11: Developing Leadership DiversityCh.12: Leadership Power and Influence

Part 5: The Leader as Social ArchitectCh.13: Creating Vision and Strategic DirectionCh.14: Shaping Culture and ValuesCh.15: Designing and Leading a Learning OrganizationCh.16: Leading Change