2. ©Prentice Hall, 2001Chapter 111 What Is Leadership? A definition of management A definition of leadership Leadership practices Formal and informal leaders

3. ©Prentice Hall, 2001Chapter 12 PlanningControlling Leading??Organizing The Functions of Management

4. ©Prentice Hall, 2001Chapter 113 Is there a difference between managing and leading? Manager –Asks how and when –Does things right –Maintains –Relies on control Leader –Asks what and why –Does the right thing –Develops –Inspires

5. ©Prentice Hall, 2001Chapter 114 Kouzes & Posner’s Key Leadership Practices Challenging the process –Question the status quo That’s the way we’ve always done it Envision the future –Review past first, then look to future Reflecting on the past can enhance your ability to look ahead

6. ©Prentice Hall, 2001Chapter 115 Leadership Practices Enlist others –Leaders must communicate the vision in a way that attracts and excites members of the organization A chance to be tested –Use of language (Be positive) SWA’s essential difference is not machines and things. Our essential difference is minds, hearts, spirits, and souls. Success is never final – it must be earned over and over again or it disappears. I am betting on your minds, your hearts, your souls, and your spirit to continue our success” Kelleher

7. ©Prentice Hall, 2001Chapter 116 Foster collaboration –Sharing information… builds trust Strengthening others –The paradox of power: “we become the most powerful when we give our power away” Provide others with choice Offer visible support & recognition

8. ©Prentice Hall, 2001Chapter 117 Model the way –Practice what you preach –Do what you say you will do Encourage the heart –Recognize contributions –Build self-esteem through confidence in others –Celebrate accomplishments regularly

9. ©Prentice Hall, 2001Chapter 118 CharismaticLeaders Strong vision and articulation Self-sacrificing, risk-taking Unconventional, novel behavior High expectations Build self-esteem in followers Self-confident, dynamic