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

2 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?

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

4 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?

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

6 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.

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

8 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

9 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

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)

11 Ex. 1.3 Comparing Management and Leadership ManagementLeadership 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 Helping others grow Reducing boundaries Relationships Focusing on objects – producing/selling goods and services Based on position power Acting as boss Focusing on people – inspiring and motivating followers Based on personal power Acting as coach, facilitator, servant

12 Ex. 1.3 (contd.) ManagementLeadership Personal Qualities Emotional distance Expert mind Talking Conformity Insight into organization Emotional connections (Heart) Open mind (Mindfulness) Listening (Communication) Nonconformity (Courage) Insight into self (Character) Outcomes Maintains stability; creates culture of efficiency Creates change and a culture of integrity

Leadership vs Management Leadership & management are distinct, yet complementary systems of action Effective leadership + good management = healthy organizations Effective leadership produces useful change Effective management controls complexity

14 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.

15 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)

16 Theories of Leadership Great Man Theories Trait Theories Behavior Theories Contingency Theories Influence Theories –Charismatic leadership Relational Theories –Transformational leadership –Servant leadership

17 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

18 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.

19 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

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.

22 What about loyalty?