IntroductionIntroduction

““Introduction”Introduction”

What Does It Mean to Be a

Leader?

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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”

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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

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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