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  • 1.  
  • 2. 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
  • 3. 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.
  • 4. 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
  • 5. 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 .
  • 6. 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.
  • 7. 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
  • 8. 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 .
  • 9. 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.
  • 10. 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.
  • 11. Leadership and Management
  • 12. 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.
  • 13. Leadership and Followership (continued)
  • 14. 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.
  • 15. 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.
  • 16. 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.
  • 17. 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.
  • 18. 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 .
  • 19. 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.
  • 20. 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 .
  • 21. 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.
  • 22. 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.