Leadership can be defined and developed in many ways. Effective leadership requires influence over others through non-coercive means, the ability to capture attention and gather followers, and social influence through ideas and actions. While leadership qualities can be learned, leadership also emerges in response to environmental factors and crises. Developing skills in areas like communication, teamwork, problem-solving and social/emotional intelligence can help strengthen leadership abilities. Maintaining characteristics like integrity, vision, empowerment of followers and hope are also important for leaders.

2. 1. Leaders are important.
2. Everyone is already a leader.
3. Leadership skills can and should
be developed.
Three Premises on Leadership

3. 1. Reasons for Leadership
2. Requirements of Leadership
3. Roles in Leadership
Leadership Themes

4. 4. Responsibilities of Leadership
5. Risks in Leadership
6. Rewards of Leadership
Leadership Themes

5. Two main questions about
Leadership
A. What is it?
» Influence:
» Dominance
» Mission focus
B. How is it Measured?
» Followers-How many?
» Empire-Area of influence
» Time-How Long?

6. What is Leadership?
 The process of moving a group of people in
some direction through non-coercive means.
John Kotter of Harvard Business School
 The ability to capture the attention of people.
Richard Cyert
 Anyone who can gather followers in a
particular situation. Warren Bennis
 “To an extent, leadership is like beauty: it’s
hard to define, but you know it when you see
it.” Warren Bennis

7. What is Leadership?
 All leadership has a spiritual context.
Peter Vail
Leadership is social influence.
By their IDEAS and DEEDS, leaders
show the way and influence the
behavior of others.

8. What is Leadership?
Leadership is not magnetic personality
—that can just as well be a glib tongue.
It is not “making friends and influencing
people”—that is flattery. Leadership is
lifting a person’s vision to a higher
standard, the building of a personality
beyond its normal limitations. Peter
Drucker

9. Dwight David Eisenhower
 Leadership is getting
people to do what you
want them to do
because they want to
do it.

10. Why Are Leaders
Important?
Dr. Warren Bennis suggests three:
1. Leaders are responsible for the
effectiveness of organizations.
2. Leaders provide anchors in our
lives.
3. Leaders define cultural and
institutional integrity.
People want leaders.

11. What do Leaders Do?
1. “Create a climate of trust, respect,
innovation, and openness so that everyone
may work effectively.
2. Robert Tucker: Setting goals,
allocating resources,
staffing, delegating
3. Management Texts Often Suggest
a. Planning
b. leading
c. organizing
d. controlling

12. Three Types of Leaders
 1. Teachers: willing to break the rules
while following their value code.
 2. Heroes: devoted to great causes
and noble works.
 3. Rulers: motivated to use power to
dominate others.

13. Interaction between
Individual and Environment
Leaders may emerge during times of
crisis (Emergent Leadership)
A certain crisis may call upon skills that
a certain person has and thus they find
themselves in a leadership position.
(military officers during national
emergencies)

14. Where Do Leaders Learn to Lead?
1. Leaders Learn From Experience
2. Leaders Learn from Example
3. Leaders Learn from Education

15. What is Desired in a
Leader?
1. Integrity and honesty
2. Job or task knowledge (often these are
organizational skills like goal setting, resource
management, time management, business
strategy.)
3. People building skills (performance
coaching, motivation, mentoring,
communication and human resource skills)

16. Can Leadership Be Taught?
National Training Director Chris Lee
suggests that Everyone Can:
1. Learn new responsibilities and risks.
2. Learn to build consensus and trust
among social groups.
3. Learn to develop a vision for the future.
4. Learn to better communicate that vision.

17. Not reaching your goal
is not a tragedy.
The tragedy is not
having a goal.
Benjamin Mays

18. Leadership or Management
Management involves:
1. Planning
2. Organizing
3. Directing
4. Controlling
Leadership Must Generally Involve:
1. Establishing a Direction
2. Aligning people and resources
3. Energizing people to accomplish results

19. The Vital Requirements of
Leaders
Consensus of Views Suggests that
Leaders
1. Define the Mission
2. Articulate the Mission
3. Empower Followers
4. Identify the enemy
5. Keep “Hope” Alive

20. Leaders Dissatisfaction
1. Too much time demanded.
2. Too many personnel and personal problems.
3. Too much responsibility with no real authority.
4. Loneliness
5. Too many people problems
6. Organizational politics
7. The pursuit of conflicting goals.

21. General Attributes of
Leaders
1. The skillful use of power
2. Understanding follower empowerment
3. Understanding teamwork
4. Good at motivating and coaching
5. Creative problem solver
6. Multicultural skills
7. Conflict resolution skills
8. Good communication skills

22. The Enemies of Leadership
1. Not Willing to Risk
2. Succumbing to the fear of failure
3. A culture that values social
and ideological homogeneity.
4. The belief that one person
cannot make a difference.

23. Being a Leader is Risky
“70% of Leaders do not finish well.”
Dr.J. Robert Clinton of Fuller Theological Seminary.
1. They lose their
learning posture.
2. Their character wanes.
3. They stop living
by their convictions.

24. 4. They fail to leave behind ultimate
contributions.
5. They stop walking in awareness of
their influence and destiny.
“A leader whose skills outstrip his
character formation will eventually
falter.”

25. The New Realities of Leadership
The Leadership Challenges
James Kouzes and Barry Posner
1. The cynics are winning
2. Power has shifted from those with
titles to those with information.
3. Knowledge is the new currency.
4. The new social contract promises
“fulfillment.”
5. There’s a renewed search for
meaning.

26. All our leadership knowledge needs to be
translated into willpower.
Study after study over the past 20 years has
found essentially the same thing: more than
half the organizations who start a change
program fail within 12 months.
Why do you believe this occurs?

27. Self-determination theory
“Ask any kid why he plays ball and he’ll say
because it’s fun, not because it will help him
stay healthy when he’s 80. That’s the nature
of intrinsic motivation, it’s something done for
its own sake.
That doesn’t mean external rewards aren’t
motivating. It’s that the motivation becomes
dependent upon rewards, and if they’re not
salient enough and not continuous enough,
then the motivation will track that.” – Dr. Ryan

28. SDT researchers say:
“you’re intrinsically motivated to perform an activity if it
meets three basic needs:
Autonomy – the choice to do it was made by you, not
somebody else.
Competence – you know what you are doing,or are at
least becoming better at it. Repetition helps.
Relatedness – the activity connects you in some way
to other people.

29. Intrinsic motivation
“What drives most people away from successfully
achieving goals is mental abuse.
Successful programs are powered not by threats,
intimidation or screaming, but by peoples’ natural
passion for being successful.
And when it comes to motivation, internal passion
trounces intimidation any day of the week.”

30. Leaders have High EI
…What is Emotional Intelligence?
The ability to monitor one’s own and
others emotions, to discriminate among
them, and to use the information to
guide one’s thinking and actions.

31. Emotional Intelligence Domains
Self Awareness-Ability to understand
your emotions and their effect on others
Self Awareness Competencies–
Emotional self awareness; Accurate
self-assessment; Self confidence

32. Emotional Intelligence Domains
Self Management-Ability to control
impulses and suspend judgment
“Think before acting”
Self Management Competencies-
Emotional self-control ; Transparency;
Adaptability; Achievement; Initiative;
Optimism

33. Emotional Intelligence Domains
Social Awareness-Empathy, awareness
of others emotions
Social Awareness Competencies-
Empathy; Organizational awareness ;
Service

34. Emotional Intelligence Domains
Social Skills-Managing Relations with
others
Relationship Management
Competencies-Inspirational leadership ;
Influence; Developing others; Change
catalyst; Conflict management; Building
bonds ; Teamwork and collaboration

35. Three Approaches to the
Study Leadership
1. Qualities of the individual
» The “Great Man” theory
» Trait Theory
–Ralph M. Stogdill
2. Environmental factors
» Leadership is viewed as an acquired
competency including an understanding of
how to respond to environment and
circumstance.

36. Let us try to become EMOTIONALLY
INTELLIGENT
Thank you!