What Does It Mean to Be a Leader

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 todays 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.
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Ex. 1.1 What Leadership Involves
Influence
Intention
Personal responsibility and integrity
Followers
Leader
Shared purpose
Change
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Ex. 1.2 The New Reality for Leadership

• OLD Paradigm
• Stability
• Control
• Competition
• Uniformity
• Self-centered
• Hero

• NEW Paradigm
• Change/crisis mgt.
• Empowerment
• Collaboration
• Diversity
• Higher purpose
• Humble

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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
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Ex. 1.3 Comparing Management and Leadership
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Ex. 1.3 (contd.)
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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.

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Theories of Leadership

• Great Man Theories
• Trait Theories
• Behavior Theories
• Contingency Theories
• Influence Theories
• Relational Theories

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Ex. 1.4 Top Seven Reasons for Executive Derailment

• Acting with an insensitive, abrasive,
  intimidating, bullying style
• Being cold, aloof, arrogant
• Betraying personal trust
• Being overly ambitious, self-centered, thinking
  of next job, playing politics
• Having specific performance problems with the
  business
• Overmanaging, being unable to delegate or build a
  team
• Being unable to select good subordinates

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Ex. 1.5 Framework for the Book
Part 1 Introduction to Leadership Ch. 1 What
Does It Mean to be a Leader?
Part 2 Research Perspectives on Leadership Ch.
2 Traits, Behaviors, and Relationships Ch. 3
Contingency Approaches
Part 3 The Personal Side of Leadership Ch.4 The
Leader as an Individual Ch.5 Leadership Mind and
Heart Ch.6 Courage and Moral Leadership Ch.7
Followership
Part 4 The Leader as a Relationship
Builder Ch.8 Motivation and Empowerment Ch.9
Leadership Communication Ch.10 Leading
Teams Ch.11 Developing Leadership
Diversity Ch.12 Leadership Power and Influence
Part 5 The Leader as Social Architect Ch.13
Creating Vision and Strategic Direction Ch.14
Shaping Culture and Values Ch.15 Designing and
Leading a Learning Organization Ch.16 Leading
Change