Transcript Chapter 1 What Does It Mean to Be a Leader? 1

Chapter 1
What Does It Mean to Be a
Leader?
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Your Theory of Leadership
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Why are you interested in leadership?
What is the purpose of a leader?
What is the purpose of a follower?
What is the most important thing that
you know about being a good leader?
• Is there a “crisis” in leadership today?
• If so, what is the nature of the crisis?
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Definition of Leadership
Leadership is an influence
relationship among
leaders and followers who
intend real changes and
outcomes that reflect their
shared purposes.
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Purpose: the missing factor
• Vision – where we are going
• Mission – who, when, how we will get
there
• Values – rules of engagement and
norms of behavior
• Purpose – why we do what we do
What is the purpose of UNR?
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Examples of Purpose
• University of Texas Austin:
To transform lives for the benefit of society
• Mary Kay Cosmetics:
Enhancing the lives of women around the world
Action Memo
• Leadership is an everyday way of acting
and thinking that has little to do with a
title or formal position in an organization.
• Recognize the opportunities for leadership
all around you and act like a leader to
influence others and bring about changes
for a better future.
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Ex. 1.2 The New Reality for
Leadership
OLD Paradigm
• Stability
• Control
• Competition
• Uniformity
– exclusive
• Self-centered
• Hero
NEW Paradigm
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Change/crisis mgt.
Empowerment
Collaboration
Diversity
– inclusive
• Higher purpose
• Humble (level 5)
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Action Memo
• Move from hero to humble by
channeling your ambition toward
positive organizational goals
rather than feeding your own ego.
• See article and slides on Level 5
Leadership
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Management and Vision
Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, staffing, directing, and
controlling organizational resources.
Vision is a picture of an ambitious,
desirable future for the organization or
team
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To manage means “to bring about, to
accomplish, to have charge of or
responsibility for, to conduct.” Leading is
“influencing, guiding in direction, course,
action, opinion.” The distinction is crucial.
Managers are people who do things right
and leaders are people who do the right
thing. The difference may be summarized as
activities of vision and judgment –
effectiveness versus activities of mastering
routines – efficiency.
(Bennis & Nanus, 1997)
Ex. 1.3 Comparing Management
and Leadership
Management
Leadership
Direction
Planning and budgeting
Keeping eye on bottom line
Creating vision and strategy
Keeping eye on horizon
Alignment
Organizing and staffing
Directing and controlling
Creating boundaries
Creating shared culture and values
Focusing on objects –
producing/selling goods and
services
Focusing on people – inspiring and
motivating followers
Relationships
Based on position power
Acting as boss
Helping others grow
Reducing boundaries
Based on personal power
Acting as coach, facilitator,
servant
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Ex. 1.3 (contd.)
Personal Qualities
Outcomes
Management
Leadership
Emotional distance
Expert mind
Talking
Conformity
Insight into organization
Emotional connections (Heart)
Open mind (Mindfulness)
Listening (Communication)
Maintains stability; creates culture
of efficiency
Creates change and a culture of
integrity
Nonconformity (Courage)
Insight into self (Character)
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Leadership vs Management
Leadership & management are distinct,
yet complementary systems of action
Effective leadership
produces useful
change
Effective
management
controls complexity
Effective leadership + good management =
healthy organizations
Position power
• A written, spoken, or implied contract
wherein people accept either a superior or
subordinate role and see the use of
coercive as well as noncoercive behavior
as an acceptable way of achieving
desirable results.
• Leadership is a relationship based on
personal influence. Leadership truly
depends on who you are rather than your
position or title.
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Developing Personal Leadership Qualities
• Good leadership springs from a genuine passion
for the work and a genuine concern for other
people.
• Leadership requires the courage to admit
mistakes and doubts, to take risks, to listen, to
trust and learn from others.
• Leaders are willing to be nonconformists, to
disagree and say no when it serves the larger
good, and to accept nonconformity from
others (inclusive) rather that try to squeeze
everyone into the same mind-set (exclusive)
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Theories of Leadership
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Great Man Theories
Trait Theories
Behavior Theories
Contingency Theories
Influence Theories
– Charismatic leadership
• Relational Theories
– Transformational leadership
– Servant leadership
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Ex. 1.4 Top Seven Reasons for
Executive Derailment
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Acting with an insensitive, abrasive, intimidating,
bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious, self-centered, thinking of next
job, playing politics
Having specific performance problems with the
business
Overmanaging, being unable to delegate or build a
team
Being unable to select good subordinates
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Action Memo
• Cultivate your people skills to avoid
derailment. Treat others with kindness
and respect.
• Show genuine interest and concern to
build followers confidence.
• Do not betray people’s trust.
• To avoid over-managing, select good
followers, delegate, and build a team.
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Giuliani’s Hallmarks of Great Leadership
• Develop and communicate strong beliefs
– Cannot simply impose your will
– Know what you stand for and earn people’s support
• Accept responsibility
– Welcome being held accountable
– Hold others accountable for high standards
• Surround yourself with great people
• Study, read, learn independently
– Never leave important decisions to experts
– Prepare relentlessly so you can identify problems
BEFORE they happen
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• Leaders usually lead
as they are led.
• You will probably lead
the way that you follow.
Effective Followers
• Effective followers are active, responsible, autonomous in
their behavior, and critical in thinking without being
disrespectful (?) or insubordinate (?).
• Effective followers share four essential qualities:
– Self-management and self-responsibility. Do not
require close supervision.
– Other-centered, committed to the organization and its
purpose. Not self-centered or self-aggrandizing.
– Invest in competence and professionalism (they
assume the responsibility to develop themselves)
– Courageous, honest, credible
• As a follower, you are responsible for your behavior, not
the reaction of your leaders and peers. Do the right
thing.
What about loyalty?
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