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Ppt Ch 1

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Ppt Ch 1

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

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