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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

2

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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

3

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Learning Objectives

• Explain how leadership has evolved and

how historical approaches apply to the

practice of leadership today

4

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Exhibit 1.1 - What Leadership

Involves

5

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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

6

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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

7

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Exhibit 1.2 - The New Reality

for Leaders

8

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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

9

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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

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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

11

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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

12

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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

13

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Exhibit 1.4 - Leadership

Evolution

14

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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

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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

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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.