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What Does It Mean To Be A Leader?

The document discusses theories and definitions of leadership, comparing leadership to management and outlining traits of effective leaders and followers. It explores purpose and vision as important factors for organizations and leaders, and provides examples of leadership derailment to avoid. Theories of leadership covered include great man, trait, behavior, and transformational theories.

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Jasminn Tan
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96 views21 pages

What Does It Mean To Be A Leader?

The document discusses theories and definitions of leadership, comparing leadership to management and outlining traits of effective leaders and followers. It explores purpose and vision as important factors for organizations and leaders, and provides examples of leadership derailment to avoid. Theories of leadership covered include great man, trait, behavior, and transformational theories.

Uploaded by

Jasminn Tan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 1

What Does It Mean to Be a


Leader?

1
Your Theory of Leadership

• 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?
2
Definition of Leadership

Leadership is an influence
relationship among
leaders and followers who
intend real changes and
outcomes that reflect their
shared purposes.
3
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?


4
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.

6
Ex. 1.2 The New Reality for
Leadership
OLD Paradigm NEW Paradigm
• Stability • Change/crisis mgt.
• Control • Empowerment
• Competition • Collaboration
• Uniformity • Diversity
– exclusive – inclusive
• Self-centered • Higher purpose
• Hero • Humble (level 5)

7
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

8
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 Creating vision and strategy


Keeping eye on bottom line Keeping eye on horizon

Alignment Organizing and staffing Creating shared culture and values


Directing and controlling Helping others grow
Creating boundaries Reducing boundaries

Relationships Focusing on objects – Focusing on people – inspiring and


producing/selling goods and motivating followers
services Based on personal power
Based on position power Acting as coach, facilitator,
Acting as boss servant

10
Ex. 1.3 (contd.)
Management Leadership

Personal Qualities Emotional distance Emotional connections (Heart)


Expert mind Open mind (Mindfulness)
Talking Listening (Communication)
Conformity Nonconformity (Courage)
Insight into organization Insight into self (Character)

Outcomes Maintains stability; creates culture Creates change and a culture of


of efficiency integrity

11
Leadership vs Management
Leadership & management are distinct,
yet complementary systems of action

Effective leadership Effective


produces useful management
change 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.
13
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)
14
Theories of Leadership
• Great Man Theories
• Trait Theories
• Behavior Theories
• Contingency Theories
• Influence Theories
– Charismatic leadership
• Relational Theories
– Transformational leadership
– Servant leadership
15
Ex. 1.4 Top Seven Reasons for
Executive Derailment
1. Acting with an insensitive, abrasive, intimidating,
bullying style
2. Being cold, aloof, arrogant
3. Betraying personal trust
4. Being overly ambitious, self-centered, thinking of next
job, playing politics
5. Having specific performance problems with the
business
6. Overmanaging, being unable to delegate or build a
team
7. Being unable to select good subordinates

16
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.
17
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

18
• 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?

21

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