Bài giảng Leadership - Chapter 1 What Does It Mean to Be a Leader?

Chapter 1What Does It Mean to Be a Leader?1Chapter ObjectivesUnderstand the full meaning of leadership and see the leadership potential in yourself and others.Recognize and facilitate the six fundamental transformations in today’s organizations and leaders.Identify the primary reasons for leadership derailment and the new paradigm skills that can help you avoid it.Recognize the traditional functions of management and the fundamental differences between leadership and management.2Chapter Objectives (contd.)Appreciate the crucial importance of providing direction, alignment, relationships, personal qualities, and outcomes.Realize how historical leadership approaches apply to the practice of leadership today.3Definition of LeadershipLeadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.4Ex. 1.1 What Leadership InvolvesInfluenceIntentionFollowersShared purposeChangePersonal responsibility and integrityLeader5Ex. 1.2 The New Reality for Leadership OLD ParadigmStabilityControlCompetitionUniformitySelf-centeredHeroNEW ParadigmChange/crisis mgt.EmpowermentCollaborationDiversityHigher purposeHumble6Management and VisionManagement 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 team7Ex. 1.3 Comparing Management and LeadershipManagementLeadershipDirectionPlanning and budgetingKeeping eye on bottom lineCreating vision and strategyKeeping eye on horizonAlignmentOrganizing and staffingDirecting and controllingCreating boundariesCreating shared culture and valuesHelping others growReducing boundariesRelationshipsFocusing on objects – producing/selling goods and servicesBased on position powerActing as bossFocusing on people – inspiring and motivating followersBased on personal powerActing as coach, facilitator, servant8Ex. 1.3 (contd.)ManagementLeadershipPersonal QualitiesEmotional distanceExpert mindTalkingConformityInsight into organizationEmotional connections (Heart)Open mind (Mindfulness)Listening (Communication)Nonconformity (Courage)Insight into self (Character)OutcomesMaintains stability; creates culture of efficiencyCreates change and a culture of integrity9Position powerA 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.10Theories of LeadershipGreat Man TheoriesTrait TheoriesBehavior TheoriesContingency TheoriesInfluence TheoriesRelational Theories11Ex. 1.4 Top Seven Reasons for Executive DerailmentActing with an insensitive, abrasive, intimidating, bullying styleBeing cold, aloof, arrogantBetraying personal trustBeing overly ambitious, self-centered, thinking of next job, playing politicsHaving specific performance problems with the businessOvermanaging, being unable to delegate or build a teamBeing unable to select good subordinates12Ex. 1.5 Framework for the BookPart 1: Introduction to LeadershipCh. 1: What Does It Mean to be a Leader?Part 2: Research Perspectives on LeadershipCh. 2: Traits, Behaviors, and RelationshipsCh. 3: Contingency ApproachesPart 3: The Personal Side of LeadershipCh.4: The Leader as an IndividualCh.5: Leadership Mind and HeartCh.6: Courage and Moral LeadershipCh.7: FollowershipPart 4: The Leader as a Relationship BuilderCh.8: Motivation and EmpowermentCh.9: Leadership CommunicationCh.10: Leading TeamsCh.11: Developing Leadership DiversityCh.12: Leadership Power and InfluencePart 5: The Leader as Social ArchitectCh.13: Creating Vision and Strategic DirectionCh.14: Shaping Culture and ValuesCh.15: Designing and Leading a Learning OrganizationCh.16: Leading Change13