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Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
Intro Leadership
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Intro Leadership

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  • 1. Introduction to Leadership
  • 2. Agenda <ul><li>What is leadership? </li></ul><ul><li>Theories of leadership </li></ul><ul><li>Myths of leadership </li></ul><ul><li>Common practices of leaders </li></ul><ul><li>Emotional Intelligence </li></ul><ul><li>Power &amp; Influence </li></ul>
  • 3. Definitions <ul><li>Leadership is influencing others through communication resulting in a beneficial change in others and/or the situation for the greater good </li></ul>
  • 4. Leaders on Leadership Some see things as they are and ask, &apos;Why?&apos; I dream things that neverwere and ask, &apos;Why not? “ Robert Kennedy
  • 5. Leaders on Leadership If your actions inspire others to dream more, learn more, do more and become more, you are a leader. “ John Quincy Adams
  • 6. Leaders on Leadership A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves. “ Lao Tzu
  • 7. Leaders on Leadership Leaders aren&apos;t born, they are made. And they are made just like anything else, through hard work. And that&apos;s the price we&apos;ll have to pay to achieve that goal, or any goal. “ Vince Lombardi
  • 8. Leaders on Leadership A leader&apos;s role is to raise people&apos;s aspirations for what they can become and to release their energies so they will try to get there. “ David Gergen
  • 9. Leaders on Leadership Leadership and learning are indispensable to each other. “ John F. Kennedy
  • 10. Leaders on Leadership If you have no character to lose, people will have no faith in you. “ Mahatma Gandhi
  • 11. Leaders on Leadership Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. “ Stephen Covey
  • 12. Neilsen’s Myth of Leadership <ul><li>The leader speaks and the followers listen </li></ul><ul><li>The leader controls information and the followers can only guess </li></ul><ul><li>The leader knows and the followers only have opinions </li></ul><ul><li>The leader decides and the followers just do what they’re told </li></ul><ul><li>The leader directs resources and the followers must make do with less and less </li></ul><ul><li>The leader commands and the followers obey </li></ul><ul><li>The leader is superior and the followers are inferior </li></ul>
  • 13. Leadership approaches <ul><li>Trait </li></ul><ul><li>Behavior </li></ul><ul><li>Situational </li></ul>
  • 14. Trait theories <ul><li>Leaders have qualities that enable them to influence others to accomplish tasks </li></ul><ul><li>Stogdill (1948) identified 5 traits from 50 years of research </li></ul><ul><ul><li>capacity </li></ul></ul><ul><ul><li>achievement </li></ul></ul><ul><ul><li>responsibility </li></ul></ul><ul><ul><li>participation </li></ul></ul><ul><ul><li>status </li></ul></ul>
  • 15. Behavior theories <ul><li>Leadership is the result of effective group interactions </li></ul><ul><li>Those successful at influencing group outcomes are leaders </li></ul><ul><li>Many shortcomings to this model </li></ul><ul><ul><li>Some effective managers were poor at group relations </li></ul></ul>
  • 16. Situational theories <ul><li>Fielder in the 1970s hypothesized that situational variables influenced leadership styles that should be adopted </li></ul><ul><li>Situational variables include </li></ul><ul><ul><li>personal characteristics of group members </li></ul></ul><ul><ul><li>the amount of participation needed from group members </li></ul></ul><ul><ul><li>characteristics of the environment </li></ul></ul>
  • 17. Leaders vs. Managers Leaders Managers innovate administrate focus on people focus on systems &amp; structures inspire trust rely on control long-range view short-range view ask what &amp; why ask how &amp; when look to the horizon look to the bottom line originate initiate challenge the status quo accept the status quo do the right thing do things right
  • 18. Common practices of leaders <ul><li>Challenge the process </li></ul><ul><li>Inspire a shared vision </li></ul><ul><li>Enable others to act </li></ul><ul><li>Modeled the way </li></ul><ul><li>Encourage the heart </li></ul>
  • 19. Challenge the process <ul><li>Leadership is an active process </li></ul><ul><li>Leaders take risks </li></ul><ul><li>Recognize good ideas by others </li></ul><ul><li>Leaders learn from mistakes </li></ul>
  • 20. Inspire a shared vision <ul><li>You can not command commitment, you can only inspire it </li></ul><ul><li>People will not follow you until they accept your vision as their own </li></ul><ul><ul><li>You can’t light a wet match </li></ul></ul><ul><li>Leaders must express enthusiasm for the vision </li></ul>
  • 21. Enable others to act <ul><li>Success is not achieved by individuals </li></ul><ul><li>Leaders encourage collaboration and action </li></ul><ul><li>Developing a sense of ownership </li></ul><ul><li>Empowered individuals are more likely to direct their energies to extraordinary results </li></ul>
  • 22. Modeled the way <ul><li>Practicing what you preach </li></ul><ul><li>Being a role model </li></ul><ul><li>Acting in a manner consistent with your beliefs and values </li></ul>
  • 23. Encourage the heart <ul><li>Show others that they can succeed </li></ul><ul><li>Reward &amp; acknowledge achievements </li></ul><ul><li>Be genuine in showing caring </li></ul>
  • 24. Emotional Intelligence <ul><li>Goleman model </li></ul><ul><li>Self awareness </li></ul><ul><li>Self-management </li></ul><ul><li>Social awareness </li></ul><ul><li>Relationship management </li></ul>
  • 25. Emotional Intelligence Competencies Framework <ul><li>Self-Awareness </li></ul><ul><li>Emotional self-awareness </li></ul><ul><li>Accurate self-assessment </li></ul><ul><li>Self-confidence </li></ul><ul><li>Social Awareness </li></ul><ul><li>Empathy </li></ul><ul><li>Organizational awareness </li></ul><ul><li>Service </li></ul><ul><li>Self-Management </li></ul><ul><li>Self-control </li></ul><ul><li>Transparency </li></ul><ul><li>Adaptability </li></ul><ul><li>Achievement </li></ul><ul><li>Initiative </li></ul><ul><li>Optimism </li></ul><ul><li>Relationship Management </li></ul><ul><li>Influence </li></ul><ul><li>Inspirational leadership </li></ul><ul><li>Developing others </li></ul><ul><li>Change catalyst </li></ul><ul><li>Conflict management </li></ul><ul><li>Teamwork and collaboration </li></ul>
  • 26. Emotional Intelligence The Conceptual Model Self Others Recognition Regulation Positive impact on others Self-Awareness Social Awareness Self-Management Relationship Management
  • 27. French &amp; Raven bases of power <ul><ul><li>Coercive power (ability to punish)  resistance </li></ul></ul><ul><ul><li>Legitimate (position) power  compliance </li></ul></ul><ul><ul><li>Reward power  compliance </li></ul></ul><ul><ul><li>Expert power  commitment </li></ul></ul><ul><ul><li>Referent power (charismatic)  commitment </li></ul></ul>
  • 28. Organizations &amp; Power Expertise &amp; Information Reward, Coercion &amp; Position Post-Modern Industrial &amp; Modern

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