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    Ppt Ch 1 Ppt Ch 1 Presentation Transcript

    • Leadership is Everyone’s Business
      • “ Lives of great men all remind us we can make our lives sublime and, departing, leave behind us footprints on the sands of time.”
      • ~ Henry Wadsworth Longfellow
      1 Chapter
    • The Purpose of This Book
      • The purpose is to help develop effectiveness in leadership situations by better understanding the complex challenges involved.
      • This book will serve as a guide for interpreting leadership theory and research.
      • This book aims to provide practical advice on how to be a better leader.
    • Three Leaders
      • Charles de Gaulle
        • Former French President
      • Peter Jackson
        • Film director, The Lord of the Rings Trilogy
      • Howard Schultz
        • Chairman and Chief Global Strategist of Starbucks
    • Various Definitions of Leadership
      • The process by which an agent induces a subordinate to behave in a desired manner.
      • Directing and coordinating the work of group members.
      • An interpersonal relation in which others comply because they want to, not because they have to.
      • The process of influencing an organized group toward accomplishing its goals.
      • Actions that focus resources to create desirable opportunities .
    • Various Definitions of Leadership (continued)
      • The leader’s job is to create conditions for the team to be effective .
      • The ends of leadership involve getting results through others, and the means of leadership involve the ability to build cohesive, goal-oriented teams. Good leaders are those who build teams to get results across a variety of situations.
      • Leadership represents a complex form of social problem solving.
    • Leadership is Both a Science and an Art
      • Bass & Stogdill’s Handbook of Leadership: Theory, Research and Managerial Applications cites approximately 8,000 studies on leadership.
      • Some managers may be effective leaders without ever having taken a course or training program in leadership.
      • Some scholars in the field of leadership may be relatively poor leaders themselves.
      • Leadership will always remain partly an art as well as a science.
      “ Any fool can keep a rule. God gave him a brain to know when to break the rule.” ~ General Willard W. Scott
    • Leadership is Both Rational and Emotional
      • Leadership includes actions and influences based on reason and logic as well as those based on inspiration and passion .
      • Since people are both rational and emotional , leaders can use rational techniques and/or emotional appeals .
    • Leadership is Both Rational and Emotional (continued)
      • Aroused feelings can be used either positively or negatively , constructively or destructively .
      • The mere presence of a group can cause people to act differently than when they are alone.
      • Leaders need to consider both the rational and the emotional consequences of their actions.
    • Leadership and Management
      • Managers administer; leaders innovate.
      • Managers maintain; leaders develop.
      • Managers control; leaders inspire.
      • Managers have short-term view; leaders, a long-term view.
      • Managers ask how and when; leaders ask what and why.
      • Managers imitate; leaders originate.
      • Managers accept the status quo; leaders challenge it.
    • Leadership and Management
    • Leadership and Followership
      • Leadership is a social influence process shared among all members of a group.
      • Relationship between leadership and followership can be represented by the Möbius strip.
      • Although indistinguishable in organizations, leadership and followership are not the same thing.
    • Leadership and Followership (continued)
    • Leadership on Stages Large and Small
      • Not all leaders are famous or powerful.
      • Most leaders are not known outside their own particular sphere or activity, nor should they be.
      • Every one of us has the opportunity to be a leader.
    • Myth: Good Leadership is All Common Sense
      • Most leadership literature only confirm what anyone with common sense already knows.
      • However, common sense is an ambiguous term.
      • One challenge of leadership is to know when common sense applies and when it does not .
      • If leadership were nothing more than common sense, then problems in the workplace would be few, if any.
      • Effective leadership must be something more than just common sense.
    • Myth: Leaders are Born, not Made
      • Innate factors as well as formative experience influence many sorts of behavior, including leadership.
      • Research indicates that many cognitive abilities and personality traits are at least partially innate.
      • Our basic natures may be fixed, but different environments can nurture or suppress different leadership qualities.
      • Leaders are born and made.
    • Myth: The Only School You Learn Leadership From is the School of Hard Knocks
      • Formal study and learning from experience compliment each other.
      • Analyze what kind of study will help students learn to discern critical lessons about leadership from their own experience.
      • Being able to analyze your experiences from multiple perspectives may be the single greatest contribution a formal course in leadership can give you.
    • An Overview of The Book
      • Part I
        • Leadership is an interaction between the leader, the followers, and the situation.
        • Leadership develops through experience .
        • Leadership can be assessed and studied .
    • An Overview of The Book (continued)
      • Part II
        • Uses the leader-follower-situation interaction model as a framework for discussing various theories and findings.
        • Focuses on the leader, and the issues of power and influence, ethics, values, and attitudes .
        • Theories and research concerning the leader: how good and bad leaders differ in personality, intelligence, creativity and behavior .
        • Charismatic leadership.
    • An Overview of The Book (continued)
      • Part III
        • Focuses on followers .
        • Summarizes research .
        • Provides practical advice on topics such as motivating subordinates and using delegation .
    • An Overview of The Book (continued)
      • Part IV
        • Examines how the situation affects the leadership process.
      • Part V
        • Explores several specific leadership skills, including practical advice about handling specific leadership challenges.
    • Summary
      • We define leadership as the process of understanding leadership situations and influencing others toward achieving group goals .
      • Both education and experience are important for effective leaders.
      • Leaders must weigh both rational and emotional considerations when attempting to influence others.
      • Leadership is a whole-person process.
      • Leadership does not occur without followers .
      • Leadership is everyone’s business and everyone’s responsibility.