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Political Leadership


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  • 1. Introduction to Political Leadership Political Management 200
  • 2. What is Leadership?
    • Managing energy in yourself first—then other people
      • The task of a great leader is to get his people from where they are to where they have not been . . . Leaders must invoke an alchemy of great vision. Those leaders who do not are ultimately judged failures, even though they may be popular at the moment.” –Henry Kissinger
  • 3. Leadership Points of View
    • Seeing: What needs to be done
    • Understanding: all the underlying forces at play in a situation
    • Courage: to take action to make things better
      • People don’t see enough
      • Fear rejection
    • Leaders live more inside-out than outside-in
  • 4. Effective Leadership
    • Leadership is a learned ability
      • Must be willing to be in a leadership role
      • Ability to get people to respond voluntarily
        • Helping community solve the problems they face
      • Three skill clusters
        • Creating the vision
        • Garnering commitment
        • Managing progress
  • 5. Leadership Evolution I
    • Authoritarian Leadership
      • Created out of industrial model
      • Top down management
      • “ Leaders” had all the answers; workers were simply unthinking, replaceable cogs in the process
      • Leaders were never questioned or sought input from others as they had “all the right answers”
  • 6. Leadership Evolution II
    • Transactional Leadership
      • Growth in middle management created need for employees to “think” independently
      • Leadership meant compliance and implementing discipline
      • Leaders may ask for opinions; decision-making and power resided with leader
  • 7. Transactional Leadership Styles
    • bureaucratic: leaders sought to keep things on an even-keel, passed the buck, and never strived for excellence, didn’t think it could be achieved
    • Country-Club: Keep everyone happy and do only the minimum required to achieve goals; “popularity” ruled
    • Paternalistic: do what I say and get rewards; don’t comply with my demands and be punished
  • 8. Leadership Evolution III
    • Transformational Leadership
      • Leaders understood that the “product” is more important that personal gain
      • Best results come from utilizing the full talents of everyone in the group
      • Participation is energized by meaningful contribution and recognition
  • 9. Transformational Leadership
    • Balances and values both masculine and feminine leadership qualities
    • Leadership is shared with the group, so that everyone has a stake in the quality of the outcome
    • Conflict is viewed as opportunity to grow and learn as diverse opinions are valued
  • 10. Leadership Achievement
    • The difficult is what takes a little time; the impossible is what takes a little longer.
      • Fridtjof Nansen, Winner of the Nobel Peace Prize, 1922
  • 11. Leadership Attitudes
    • Control Theory
      • I know what’s right for you
      • I have the right to tell you what’s right for you
      • I have the right to punish you if you don’t do what I think is right for you
    • Choice Theory
      • Every person knows what’s right for him or herself
      • No one has the right to tell other people what’s right for them
      • You should not punish people for doing non-harmful things they choose to do
  • 12. Contact Information
    • Kathleen Schafer
    • Leadership Connection