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IntroductionIntroduction
““Introduction”Introduction”
What Does It Mean to Be a
Leader?
33
Have you ever had a Manager -Have you ever had a Manager -WHOWHO
• Takes all the credit
• Is selfish and rude
• Makes mistakes and blames others
• Cares only about self
• Is threatened by competence and new ideas
• Is dishonest and unfair
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Ex.Ex. 1.31.3 Comparing Management and Comparing Management and LeadershipLeadership
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
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Ex. 1.3Ex. 1.3 (contd.)(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
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Position powerPosition 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.
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Definition of LeadershipDefinition of Leadership
Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.
Book Points out three Types:• Teachers• Hero• Ruler
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Ex. 1.1Ex. 1.1 What Leadership Involves What Leadership Involves
Influence Intention
Followers
Shared purpose
Change
Personal responsibility and integrity
Leader•Social Influence
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Ex. 1.2Ex. 1.2 The New Reality for Leadership The New Reality for Leadership
OLD Paradigm• Stability• Control• Competition• Uniformity• Self-centered• Hero
NEW Paradigm• Change/crisis mgt.• Empowerment• Collaboration• Diversity• Higher ethical purpose• Humble
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Management and VisionManagement and Vision
Management ‘s Direction: is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources.
Leader’s Vision: is a picture of an ambitious, desirable future for the organization or team
FOUR STEPS IN BECOMING A FOUR STEPS IN BECOMING A LEADERLEADER
“BUILDING RELATIONSHIPS”
1111
FOUR STEPS IN BECOMING A FOUR STEPS IN BECOMING A LEADERLEADER
“BUILDING RELATIONSHIPS”
“BUILDING TRUST”
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FOUR STEPS IN BECOMING A FOUR STEPS IN BECOMING A LEADERLEADER
“BUILDING RELATIONSHIPS”
“BUILDING TRUST”
“EMPOWERMENT”
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FOUR STEPS IN BECOMING A FOUR STEPS IN BECOMING A LEADERLEADER
“BUILDING RELATIONSHIPS”
“BUILDING TRUST”
“EMPOWERMENT”
“ENGAGEMENT”
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Where Leaders Learn to Where Leaders Learn to LeadLead
Experience Experience
Examples Examples
Education Education
Seven Satisfactions of Seven Satisfactions of LeadersLeaders
Seven Satisfactions of Seven Satisfactions of LeadersLeaders
7. An opportunity to build more 7. An opportunity to build more
leadersleaders
6. A feeling of being “in on things”6. A feeling of being “in on things”
5. Good opportunities for 5. Good opportunities for
advancementadvancement
4. Respect and status4. Respect and status
3. Higher Income3. Higher Income
2. A chance to help others2. A chance to help others
1. A feeling of prestige1. A feeling of prestige
Seven Frustrations of Seven Frustrations of ManagersManagers
Seven Frustrations of Seven Frustrations of ManagersManagers
7. The pursuit of conflicting goals7. The pursuit of conflicting goals
6. Too much organizational politics6. Too much organizational politics
5.Too many problems involving 5.Too many problems involving
peoplepeople
4. Loneliness – Can’t build 4. Loneliness – Can’t build
relationships relationships
3. Not enough authority to carry out 3. Not enough authority to carry out
responsibilitiesresponsibilities
2. Too many “headaches”2. Too many “headaches”
1. Too much uncompensated 1. Too much uncompensated
worktimeworktime
The Leader Must The Leader Must Care!Care!
The Leader Must The Leader Must Care!Care!
Care about the Care about the task:task:Care about the Care about the task:task:
Care about the Care about the people:people:Care about the Care about the people:people:
Eight Key Areas of Eight Key Areas of LeadershipLeadership
Eight Key Areas of Eight Key Areas of LeadershipLeadership
7. Performance Management7. Performance Management
8. Empowerment8. Empowerment
6. Developing Others6. Developing Others
5. Understanding People - Diversity5. Understanding People - Diversity
4. Respect and building Trust4. Respect and building Trust
3. Importance of Ethics3. Importance of Ethics
2. 2. The Leadership equationThe Leadership equation
1. The Power of Vision1. The Power of Vision
2020
Theories of LeadershipTheories of Leadership
• Great Man Theories
• Trait Theories
• Behavior Theories
• Contingency Theories
• Influence Theories
• Relational Theories
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Ex. 1.5Ex. 1.5 Top Seven Reasons for Top Seven Reasons for Executive DerailmentExecutive 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. Over managing, being unable to delegate or build a
team7. Being unable to select good subordinates
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Model of Leadership EvolutionModel of Leadership Evolution
• Leadership Era 1 • Great Man - Power
• Leadership Era 2• Trait/ Behavior –
Control/Hero
• Leadership Era 3• Contingency -
Competition/Uniformity
• Leadership Era 4• Empowerment/Higher
Ethical purpose/Humble
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New Era?????New Era?????
• Control to Power
• Completion to Collaboration
• Uniformity to diversity
• Self Centered to Higher Ethical Purpose
• Hero to Humble
* CHANGE OVER STABILITY*
Leadership vs. Management
Henry Fayol
Jack WelchForbes’ CEO of the
Century
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