This document outlines the learning objectives and content of Chapter 1 from a leadership textbook. The chapter introduces key concepts about leadership, including that leadership involves influencing others around a common vision in a reciprocal manner. It distinguishes leadership from management, noting leadership creates change while management focuses on goals and efficiency. The chapter then reviews theories of leadership that have evolved over time from focusing on traits to a relational approach. It identifies reasons for leadership derailment and how leaders can develop skills to be effective.

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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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. ©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.