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Leadership experiences

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Leadership experiences

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Leadership experiences

  1. 1. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6e©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 1 What Does it Mean to be a Leader?
  2. 2. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives • Understand the full meaning of leadership and see the leadership potential in yourself and others • Recognize and facilitate the six fundamental transformations in today’s organizations and leaders • Identify the primary reasons for leadership derailment and the new paradigm skills that can help avoid it 2
  3. 3. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives • Recognize the traditional functions of management and the fundamental differences between leadership and management • Appreciate the crucial importance of providing direction, alignment, relationships, personal qualities, and outcomes 3
  4. 4. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives • Explain how leadership has evolved and how historical approaches apply to the practice of leadership today 4
  5. 5. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.1 - What Leadership Involves 5
  6. 6. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership • Influencing others to come together around a common vision – Multidirectional – Noncoercive • Reciprocal in nature • Involves creating change • Qualities required for effective leadership are also needed to be an effective follower 6
  7. 7. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leadership • Effective followers are: – Self thinkers who do assignments with energy and enthusiasm • Leaders are: • Committed to the common good rather than self-interest • Firm in their beliefs 7
  8. 8. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.2 - The New Reality for Leaders 8
  9. 9. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Management and Vision • Attainment of organizational goals in an effective and efficient manner through: • Planning and organizing • Staffing and directing • Controlling organizational resources Management • Picture of an ambitious, desirable future for the organization or team Vision 9
  10. 10. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.3 - Comparing Management and Leadership 10 Source: Based on John P. Kotter, A Force for Change: How Leadership Differs from Management (New York: The Free Press, 1990) and ideas in Kevin Cashman, Lead with Energy, Leadership Excellence, (December 2010) :7; Henry Mintzberg
  11. 11. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Leadership • Leadership was conceptualized as a single Great Man who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities Great man theories • Leaders had particular traits or characteristics that distinguished them from non-leaders and contributed to success Trait theories 11
  12. 12. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Leadership • Leaders’ behavior correlated with leadership effectiveness or ineffectiveness Behavior theories • Leaders can analyze their situation and tailor their behavior to improve leadership effectiveness • Known as situational theories • Emphasized that leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation Contingency theories 12
  13. 13. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories of Leadership • Examined the influence processes between leaders and followers • Charismatic leadership - Influence based on the qualities and personality of the leader Influence theories • Focused on how leaders and followers interact and influence one another • Transformational leadership and servant leadership are two important relational theories Relational theories 13
  14. 14. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.4 - Leadership Evolution 14
  15. 15. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Fatal Flaws That Cause Derailment 15 • Failing to meet business objectives because of too much time promoting themselves and playing politics, a failure to fulfill promises, or a lack of hard work Performance problems • Being insensitive, manipulative, critical, and not trustworthy in relationships with peers, direct reports, customers, and others Problems with relationships • Not learning from feedback and mistakes to change old behaviors • Defensive, unable to handle pressure, and unable to change management style to meet new demands Difficulty changing
  16. 16. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Fatal Flaws That Cause Derailment 16 • Poor management of direct reports • Inability to get work done through others • Not identifying and hiring the right people Difficulty building and leading a team • Inability to work effectively or collaborate outside their current function • Failing to see big picture when moved into general management position over several functions Too narrow management experience
  17. 17. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 1.6 - Learning to Be a Leader 17 Source: Based on “Guidelines for the Apprentice Leader,” in Robert J. Allio, “Masterclass: Leaders and Leadership—Many Theories, But What Advice Is Reliable?” Strategy & Leadership 41, no. 1 (2013): 4–14.

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