1. Introduction

2. What Does It Mean to Be a Leader?
“Introduction”

3. Have you ever had a Manager -WHO
Takes all the credit
Is selfish and rude
Makes mistakes and blames others
Cares only about self
Is threatened by competence and new ideas
Is dishonest and unfair

4. Ex. 1.3 Comparing Management and Leadership
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

5. Ex. 1.3 (contd.) Management Leadership Personal Qualities Outcomes
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

6. 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.

7. Definition of Leadership
Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.
Book Points out three Types:
Teachers
Hero
Ruler

8. Ex. 1.1 What Leadership Involves
Influence
Intention
Leader
Social Influence
Personal responsibility and integrity
Followers
Shared purpose
Change

9. Ex. 1.2 The New Reality for Leadership
OLD Paradigm
Stability
Control
Competition
Uniformity
Self-centered
Hero
NEW Paradigm
Change/crisis mgt.
Empowerment
Collaboration
Diversity
Higher ethical purpose
Humble

10. Management and Vision
Management ‘s Direction: is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources.
Leader’s Vision: is a picture of an ambitious, desirable future for the organization or team

11. FOUR STEPS IN BECOMING A LEADER
“BUILDING RELATIONSHIPS”

12. FOUR STEPS IN BECOMING A LEADER
“BUILDING RELATIONSHIPS”
“BUILDING TRUST”

13. FOUR STEPS IN BECOMING A LEADER
“BUILDING RELATIONSHIPS”
“BUILDING TRUST”
“EMPOWERMENT”

14. FOUR STEPS IN BECOMING A LEADER
“BUILDING RELATIONSHIPS”
“BUILDING TRUST”
“EMPOWERMENT”
“ENGAGEMENT”

15. Where Leaders Learn to Lead
Experience
Examples
Education

16. Seven Satisfactions of Leaders
1. A feeling of prestige
2. A chance to help others
3. Higher Income
4. Respect and status
5. Good opportunities for advancement
6. A feeling of being “in on things”
7. An opportunity to build more leaders

17. Seven Frustrations of Managers
1. Too much uncompensated worktime
2. Too many “headaches”
3. Not enough authority to carry out responsibilities
4. Loneliness – Can’t build relationships
5.Too many problems involving people
6. Too much organizational politics
7. The pursuit of conflicting goals

18. The Leader Must Care!
Care about the task:
Care about the people:

19. Eight Key Areas of Leadership
1. The Power of Vision
2. The Leadership equation
3. Importance of Ethics
4. Respect and building Trust
5. Understanding People - Diversity
6. Developing Others
7. Performance Management
8. Empowerment

20. Theories of Leadership
Great Man Theories
Trait Theories
Behavior Theories
Contingency Theories
Influence Theories
Relational Theories

21. Ex. 1.5 Top Seven Reasons for Executive Derailment
Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious, self-centered, thinking of next job, playing politics
Having specific performance problems with the business
Over managing, being unable to delegate or build a team
Being unable to select good subordinates

22. Model of Leadership Evolution
Leadership Era 1
Great Man - Power
Leadership Era 2
Trait/ Behavior –
Control/Hero
Leadership Era 3
Contingency -
Competition/Uniformity
Leadership Era 4
Empowerment/Higher Ethical purpose/Humble

23. New Era????? Control to Power Completion to Collaboration
Uniformity to diversity
Self Centered to Higher Ethical Purpose
Hero to Humble
* CHANGE OVER STABILITY*

24. Leadership vs. Management
Henry Fayol
Jack Welch
Forbes’ CEO of the Century