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Chapter 1
What Does it Mean to be a
Leader?
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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
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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
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Learning Objectives• Explain how leadership has evolved and
how historical approaches apply to the practice of leadership today
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Exhibit 1.1 - What Leadership Involves
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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
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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
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Exhibit 1.2 - The New Reality for Leaders
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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
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Exhibit 1.3 - Comparing Management and Leadership
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
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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
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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
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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
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Exhibit 1.4 - Leadership Evolution
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Fatal Flaws That Cause Derailment
• 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
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Fatal Flaws That Cause Derailment
• 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
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Exhibit 1.6 - Learning to Be a Leader
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.