1. What is leadership? Seminar Unit #8 Professor Christopher L. Howard

2. What is leadership? Leadership is stated as the "process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task."[1] Definitions more inclusive of followers have also emerged. stated that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen."[2] Tom DeMarco says that leadership needs to be distinguished from posturing.[3]social influence[1][2]Tom DeMarco[3] http://en.wikipedia.org/wiki/Leadership

3. The Definition At the most basic level, a leader is someone who leads other. But what makes someone a leader? What is it about being a leader that some people understand and use to their advantage? What can you do to be a leader? Here's what you need to know and do. http://management.about.com/od/leadersh ip/a/whatisaleader.htm

4. The Vision A leader has a vision. Leaders see a problem that needs to be fixed or a goal that needs to be achieved. It may be something that no one else sees or simply something that no one else wants to tackle. Whatever it is, it is the focus of the leaders attention and they attack it with a single- minded determination. http://management.about.com/od/leadership/a/w hatisaleader.htm

5. The Drive It is not enough to just have a vision. Lots of people see things that should be done, things that should be fixed, great step forward that could be taken. What makes leaders different is that they act. They take the steps to achieve their vision. http://management.about.com/od/leadersh ip/a/whatisaleader.htm

6. The Traits There are as many traits of a leader as there ae lists of what makes a leader. Here are the fundamental traits of a leader from my perspective: Has integrity. People have to believe that you are pursuing your dream because it's the right thing to do, not just because you are ego driven. Is a people person. Understands the differences that make people unique and is able to use those individual skills to achieve the goal. Is positive. A leader encourages and rewards people and makes you want to do it and do it right. A leader is not a negative person and doesn't waste time and effort tellng everyone what they're doing wrong. http://management.about.com/od/leadership/a/whatisaleader.htm

7. The Skills Beyond the personal traits of a leader, there are specific skills someone must master if they want to be a leader. Effective communication - it's more than just being able to speak and write. A leader's communication must move people to work toward the goal the leader has chosen. Motivation - a leader has to be able to motivate everyone to contribute. Each of us has different "buttons". A leader knows how to push the right buttons on everyone to make them really want to do their best to achieve the leader's goal. Planning - the leader has a plan to achieve the goal. He/she doesn't get too bogged down in the details, that's what managers are for, but rather uses a high level plan to keep everyone moving together toward the goal http://management.about.com/od/leadership/a/whatisaleader.htm

8. Leadership Questions Q: In terms of a vision, should a person’s vision be broad or more focused and analytical to be successful? Q :In terms of the drive of a leader, how much is appropriate and when does a leader go to far or overboard in heir drive to be successful? Q: The traits indicated a leader must be positive and warm, but are there times when a leader needs to be stern and more assertive in order to assure things are accomplished? Q: Is there ever a time when a leader should be negative or will this trait always be counterproductive to achieving one’s goals? Q: How important is planning in regard to the skills of a leader as should a leader also have the ability to make decisions in the moment as well?

9. The Process Challenging the Process Leaders are pioneers.people who seek out new opportunities and are willing to change the status quo. They innovate, experiment and explore ways to improve the organization. They treat mistakes as learning experiences. Leaders also stay prepared to meet whatever challenges may confront them. To Challenge the Process involves Searching forOpportunities and Experimenting and Taking Risks. http://www.russellconsultinginc.com/docs/P DF/3la.pdf

10. Inspire the Vision Inspiring a Shared Vision Leaders look toward and beyond the horizon. They envision the future with a positive and hopeful outlook. Leaders are expressive and attract followers through their genuineness and skillful communications. They show others how mutual interests can be met through a commitment to a common purpose. To Inspire A Shared Vision involves envisioning the future and enlisting the support of others. http://www.russellconsultinginc.com/docs/P DF/3la.pdf

11. Enable Others Enabling Others to Act Leaders infuse people with spirit-developing relationships based on mutual trust. They stress collaborative goals. They actively involve others in planning, giving them discretion to make their own decisions. Leaders ensure that people feel strong and capable. Enabling Others to Act involves fostering collaboration and strengthening others. http://www.russellconsultinginc.com/docs/PDF/3l a.pdf

12. Model the Way Modeling the Way Leaders are clear about their business values and beliefs. They keep people and projects on course by behaving consistently with these values and modeling how they expect others to act. Leaders also plan and break projects down into achievable steps, creating opportunities for small wins. They make it easier for others to achieve goals by focusing on key priorities. Modeling the Way involves setting an example and planning small wins. http://www.russellconsultinginc.com/docs/PDF/3la.p df

13. Encourage the Heart Encouraging the Heart Leaders encourage people to persist in their efforts by linking recognition with accomplishments, visibly recognizing contributions to the common vision. They let others know that their efforts are appreciated and express pride in the team’s accomplishments. Leaders also find ways to celebrate achievements. They nurture a team spirit that enables people to sustain continued efforts. Encouraging the Heart involves recognizing contributions and celebrating accomplishments. http://www.russellconsultinginc.com/docs/PDF/3la.pdf

14. Exemplary Practices Questions Q: In the public sector is it wise to make risks and to make decisions tat go against the grain, and is the public sector conducive to risk taking? Q: What steps can be taken to get a department in the public sector to undertake a shared vision or commitment? Q: In terms of enabling others, how should a leader get everyone on board, through meetings, allowing them to have greater input, and what happens if these ideas are rejected by higher management, what is the risk? Q: In terms of modeling, how far should the leader go before a worker might perceive an attempt at modeling as overkill and a manager holding the hands of subordinates? Q: How much effort will be needed to get the workers to be enthusiastic about a project or their work in general and not just going through the motions of another day at the office?

15. Leadership Experience 10 Questions to Ask Yourself About Your Leadership Experience Before you begin talking about your leadership experience you should ask yourself a few questions to make sure you are telling the best stories. Here are ten questions to get you started: How have I motivated others? Have I ever improved the performance of others? Have I been able to make use of other people's talents and skills? How have I addressed or helped other people to address their mistakes? Have I ever marshaled resources to overcome a problem I discovered? In what way have I built on an organization's success? Have I ever helped a team to articulate a vision? How have I helped other people adapt to a new situation? What methods have I used to boost morale within an organization? How have I helped others overcome challenges in their personal or professional life? Remember, leadership experience isn't about what you have done -- it's about what you have helped other people do. http://businessmajors.about.com/od/admissions/a/LeadershipExp.htm

16. Lead by Example THINK BEFORE YOUR SPEAK OR ACT. AS A LEADER, YOUR WORDS AND ACTIONS WILL BE LOOKED UPON AND CRITICIZED OR EMULATED BY OTHERS. PEOPLE WANT TO BELIEVE IN THEIR LEADERS. BELIEVE IN WHAT YOU DO AND DO WHAT YOU LOVE. IF YOU DON'T BELIEVE IN YOUR GOALS, THEN CONVINCING OTHERS THAT THEY SHOULD WORK TOWARD THEM WILL BE VERY HARD. TREAT OTHERS AS YOU WOULD HAVE THEM TREAT YOU. IF YOU TREAT OTHERS FAIRLY AND JUSTLY, YOU CAN EXPECT THAT THEY WILL TREAT YOU THE SAME. IF YOU TREAT THEM UNJUSTLY, EXPECT THAT THEY WILL TREAT YOU UNFAVORABLY. A GOOD LEADER IS HONEST AND RESPECTFUL. CREATE CHANCES AND BE PROACTIVE. DON'T WAIT FOR OPPORTUNITIES TO COME TO YOU. BEING PROACTIVE INSTEAD OF REACTIVE ENABLES YOU TO BE READY FOR DIFFICULT SITUATIONS AND TAKE ADVANTAGE OF POSITIVE CIRCUMSTANCES. LISTEN TO OTHERS. LISTENING IS A KEY COMMUNICATION TOOL. SHOWING OTHERS THAT YOU ARE INTERESTED IN WHAT THEY HAVE TO STAY WILL HELP GAIN THEIR RESPECT. IF THEY DON'T RESPECT YOU, THEY WON'T WANT TO FOLLOW YOUR LEAD. STAY FIRM IN YOUR DECISIONS. IF YOU AREN'T COMMITTED TO YOUR DECISIONS, YOU CAN'T EXPECT OTHERS TO BE COMMITTED TO THEIRS. STAND BEHIND YOUR TEAM. IF A TEAM MEMBER MAKES A MISTAKE, TAKE THE BLAME FOR THE MISTAKE. DON'T POINT FINGERS. FIGURE OUT WHY THE MISTAKE WAS MADE AND HOW IT COULD BE PREVENTED IN THE FUTURE. http://www.ehow.com/how_2066164_lead-example.html

17. Wrapping it Up Definition of Leadership Shared vision Enabling others Taking risks Encouraging the heart Skills necessary Traits necessary Exemplary practices Leadership experience Lead by Example