PowerPoint Presentation

1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.P1Leadership Is Everyones Business1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership Is a Process, Not a PositionLeadershipFollowersLeaderSituation1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership Defined The creative and directive force of morale (Munson, 1921).The process by which an agent induces a subordinate to behave in a desired manner (Bennis, 1959). The presence of a particular influence relationship between two or more persons (Hollander & Julian, 1969).1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership Defined continuedDirecting and coordinating the work of group members (Fiedler, 1967).An interpersonal relations in which others comply because they want to, not because they have to (Merston, 1969, Hogan, Curphy, & Hogan, 1994). Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals (Bass, 1985; Tichy & Devanna, 1986). 1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership Defined continuedThe process of influencing an organized group toward accomplishing its goals (Roach & Behling, 1984).Actions that focus resources to create desirable opportunities (Campbell, 1991).The leaders job is to create conditions for the team to be effective (Ginnett, 1996.) 1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership The process of influencing an organized group toward accomplishing its goals1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership Is Both Rational and Emotional. Rational techniquesEmotional appeals1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Distinctions Between Managers and LeadersLeadersInnovateDevelopInspireTake the long-term viewAsk what and whyOriginateChallenge the status quo.Managers Administer Maintain Control Have a short-term view Ask how and when Imitate Accept the status quo1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership behaviorsCreate a set of values and beliefs for employees and passionately pursue them.Define and then constantly reinforce the vision they have for the company.Respect and support their employees.Set the example for their employees.Create a climate of trust in the organization.1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership behaviorsFocus employees efforts on challenging goals and keep them driving toward those goals.Provide the resources employees need to achieve their goals.Communicate with their employees.Value the diversity of their workers.Celebrate their workers successes.1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Leadership behaviorsEncourage creativity among their workers.Maintain a sense of humor.Create an environment in which people have the motivation, the training, and the freedom to achieve the goals they have set.Become a catalyst for change when change is needed.Keep their eyes on the horizon.

1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.Myths That Hinder Leadership DevelopmentGood leadership is all common sense.Leaders are born, not made.The only school you learn leadership from is the school of hard knocks.

1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryAlthough many definitions of leadership exist, we define leadership as the process of influencing others toward achieving group goals.Leadership is both a science and an art.

1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryBecause leadership is an immature science, researchers are still struggling to find out what the important questions in leadership are; we are far from finding conclusive answers to them.Even those individuals with extensive knowledge of the leadership research may be poor leaders.1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryKnowing what to do is not the same as knowing when, where, and how to do it. The art of leadership concerns the skill of understanding leadership situations and influencing others to accomplish group goals.1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryFormal leadership education may give individuals the skills to better understand leadership situations, and mentorships and experience may give individuals the skills to better influence others. Leaders must also weigh both rational and emotional considerations when attempting to influence others. 1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryLeadership sometimes can be accomplished through relatively rational, explicit, rule-based methods of assessing situations and determining actions.Nevertheless, there is also an emotional side of human nature that must be acknowledged. 1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryLeaders are often most effective when they affect people at both the emotional level and the rational level.The idea of leadership as a whole-person process can also be applied to the distinction often made between leaders and managers.1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryAlthough leadership and management can be distinguished as separate functions, a more comprehensive picture of supervisory positions could be made by examining the overlapping functions of leaders and managers. 1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryLeadership does not occur without followers, and followership is an easily neglected component of the leadership process.Leadership is everyones business and everyones responsibility.1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.SummaryFinally, learning certain conceptual frameworks for thinking about leadership can be helpful in making your own on-the-job experiences a particularly valuable part of your leadership development. Thinking about leadership can help you become a better leader than you are right now.1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.QuestionWe say leadership involves influencing organized groups toward goals. Do you see any disadvantages to restricting the definition to organized groups?

How would you define leadership?

1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.QuestionAre some people the leader type and others not the leader type? If so, what in your judgment distinguishes them?

Identify several commonsense notions about leadership that, to you, are patently self-evident.1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.QuestionDoes every successful leader have a valid theory of leadership?

Would you consider it a greater compliment for someone to call you a good manager or a good leader? Why? Do you believe you can be both?1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.QuestionDo you believe leadership can be studied scientifically? Why or why not?

To the extent leadership is an art, what methods come to mind for improving ones art of leadership?1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.THANK YOU1-#McGraw-Hill/Irwin 2002 The McGraw-Hill Companies, Inc., All Rights Reserved.