!"#$"%&'() #+$ -"%&.+#/ 0"1"/.)2"+3 4""5 6 Definitions of Leadership - Leadersh|p |s - 1he behav|or of an |nd|v|dua| d|recnng the acnv|nes of a group toward a shared goa| - 1he ab|||ty to mob|||ze |nsntunona|, po||nca|, psycho|og|ca| resources so as to arouse, engage and sansfy the monves of fo||owers - 1he process of |nuenc|ng the acnv|nes of an organ|zed group toward goa| ach|evement - 1he ab|||ty to step outs|de the cu|ture, to start evo|unonary change processes that are more adapnve 2 - Leadersh|p |s - 1he process of mak|ng sense of what peop|e are do|ng together so that peop|e w||| understand and be comm|ued - About arncu|anng v|s|ons, embody|ng va|ues and creanng the env|ronment w|th|n wh|ch th|ngs can be accomp||shed - 1he ab|||ty of an |nd|v|dua| to |nuence, monvate, and enab|e others to contr|bute toward the eecnveness and success of the organ|zanon - 1he ab|||ty to |nsp|re fo||owers to w||||ng|y sacr|hce the|r se|hsh des|res for a h|gher cause - 1he ab|||ty to |nsp|re peop|e to go beyond mere mechan|ca| comp||ance w|th rounne organ|zanona| d|recnves Definitions of Leadership - Leadersh|p |s the ab|||ty to |nuence fo||owers |n such a way that they wou|d be w||||ng to undertake the necessary acnons, and to undergo any poss|b|e requ|red changes, to meet organ|zanona| goa|s Definitions of Leadership Leadership Influence People Change Leaders-followers Organizational objectives 3 Definitions of Leadership !"#$"%&'() |s the act of |nuenc|ng others
Dehn|nons ohen |nc|ude the fo||ow|ng e|ements: - Leadersh|p enta||s the behav|or of an |nd|v|dua| - Leadersh|p |s about |nuenc|ng, monvanng, mob|||z|ng and]or empower|ng others - Leadersh|p |s about gemng peop|e to embrace, share and ach|eve an ob[ecnve
Definitions of Leadership Dehn|nons somenmes |nc|ude: - Io||owers fo||ow vo|untar||y - Leadersh|p as be|ng symbo||c - Leadersh|p |s a qua||ty separate from or beyond management 4 Leadersh|p |s ra|s|ng a person's v|s|on and monvanon to h|gher |eve|s of performance and ab|||ty and bu||d|ng a persona||ty beyond norma| ||m|tanons. Drucker
Leadersh|p can be thought of as a "metaphor for centeredness, congru|ty, and ba|ance |n one's ||fe" because the "process of becom|ng a |eader |s much the same as the process of becom|ng an |ntegrated human be|ng." 8enn|s and Go|dsm|th Views of Leadership Why Understanding Leadership is Important 1he success of |nd|v|dua| careers and the fate of organ|zanons are determ|ned by the eecnveness of the behav|ors of the |eaders 1op |eaders rea||ze that they cannot eecnve|y run compan|es on the|r own and that they need to |ncu|cate a |eadersh|p parad|gm throughout the company 1oday's corporanons |ook to |eaders to |ead and perform, |f these |eaders do not, they are asked to |eave 5 Leaders, Followers and Goals Leaders Io||owers Goa|s Non coerc|ve |nuence aua|n The Nature of Management - 1he Manager seeks to produce pred|ctab|||ty and order by - Semng organ|zanona| goa|s, estab||sh|ng acnon p|ans w|th nmetab|es and a||ocanng resources - Crgan|z|ng and stamng (estab||sh|ng structure, ass|gn|ng peop|e to [obs) - Mon|tor|ng resu|ts and so|v|ng prob|ems 6 - 1yp|ca| acnv|ty pauerns |n manager|a| work - necnc and unre|ennng pace, |ong hours - Var|ed work content - Many acnv|nes tend to be reacnve rather than proacnve - Many outs|de and peer |nteracnons The Nature of Managerial Work - 1yp|ca| acnv|ty pauerns |n manager|a| work - kequ|res good ora| commun|canon - Dec|s|on processes ohen d|sorder|y and requ|res po||nca| understand|ng - Adapnve and |nforma| p|ann|ng encountered ohen The Nature of Managerial Work 7 The Nature of Leadership - +'" !"#$"% &"",& -. )%.$/0" .%1#2(3#4.2#5 0'#21" 67 - 8"9"5.)(21 # 9(&(.2 .: -'" :/-/%" #2$ &-%#-"1("& :.% ;#,(21 2"0"&&#%7 0'#21"& - <.;;/2(0#421 #2$ "=)5#(2(21 -'" 9(&(.2 - >.49#421 #2$ (2&)(%(21 )".)5" -. #?#(2 -'" 9(&(.2 Manage yourse|f. Lead others.
Leadersh|p |s of the Sp|r|t, compounded of persona||ty and v|s|on. Management |s of the m|nd, more a mauer of accurate ca|cu|anon.and rounnes.Managers are necessary. Leaders are essenna|. I|e|d Marsha| Lord S||m
Leadersh|p |s the art of ach|ev|ng more than the sc|ence of management says |s poss|b|e. Ceneral Colln owell Managing versus Leading 8 Comparing Management and Leadership Management - ulrecuon - lannlng and budgeung - keeplng an eye on Lhe bouom llne Leadership - ulrecuon - Creaung vlslon and sLraLegy - keeplng an eye on Lhe horlzon (kouer, 1990) Comparing Management and Leadership Management - AllgnmenL - Crganlzlng and sLamng - ulrecung and conLrolllng - Creaung boundarles Leadership - AllgnmenL - Creaung shared culLure and values - Pelplng oLhers grow - 8educlng boundarles (kouer, 1990) 9 Comparing Management and Leadership Management - 8elauonshlps - locuslng on ob[ecLs - produclng/selllng goods and servlces - 8ased on posluon power - Acung as boss Leadership - 8elauonshlps - locuslng on people - lnsplrlng and mouvaung followers - 8ased on personal power - Acung as coach, faclllLaLor, servanL (kouer, 1990) Comparing Management and Leadership Management - ersonal quallues - Lmouonal dlsLance - LxperL mlnd - 1alklng - ConformlLy - lnslghL lnLo organlzauon Leadership - ersonal quallues - Lmouonal connecuons (hearL) - Cpen mlnd - LlsLenlng - nonconformlLy (Courage) - lnslghL lnLo self (characLer) (kouer, 1990) 10 Comparing Management and Leadership Management - CuLcomes - MalnLalns sLablllLy - CreaLes culLure of emclency Leadership - CuLcomes - CreaLes change and a culLure of lnLegrlLy (kouer, 1990) - Adm|n|sters - |s a copy - ma|nta|ns - focuses on systems - re||es on contro| - has a short term v|ew - @22.9#-"& - (& #2 .%(1(2#5 - $"9"5.)& - :.0/&"& .2 )".)5" - (2&)(%"& -%/&- - '#& # 5.21 -"%; 9("A
+'" >#2#1"% +'" !"#$"% Warren Bennis The Manager and the Leader 11 - asks when and how - eyes the bouom ||ne - accepts the &-#-/& B/. - |s a good so|d|er - does th|ngs r|ght - #&,& A'#- #2$ A'7 - "7"& -'" '.%(3.2 - 0'#55"21"& -'" &-#-/& B/. - (& '(& .A2 )"%&.2 - $."& -'" %(1'- -'(21 Warren Bennis The Manager and the Leader +'" >#2#1"% +'" !"#$"% Mintzbergs Managerial Roles (Mintzberg, 1971) Category Role Activity lnformauonal MonlLor
ulssemlnaLor Spokesperson Seek and recelve lnformauon, malnLaln lnLerpersonal conLacLs lorward lnformauon Lo oLhers 8epresenLs Lhe unlL Lo ouLslders lnLerpersonal llgurehead Leader Llalson erforms ceremonlal and symbollc duues ulrecL and mouvaLe subordlnaLes MalnLaln lnformauon llnks ln and beyond Lhe organlzauon ueclslonal LnLrepreneur ulsLurbance handler 8esource allocaLor negouaLor lnluaLes new pro[ecLs and spoLs opporLunlues 1ake correcuve acuon durlng crlses, resolves conlcLs
-".,/ %&'( 1echnlcal skllls ConcepLual skllls Puman skllls Leader - A L8SCn who ls able Lo creaLe a sense of purpose and vlslon, lnuenclng Lhe behavlor of oLhers Lowards shared goals. Leadershlp - A 8CCLSS whereby a person lnuences oLhers Lo embrace, share and achleve Lhe goals of Lhe company. Leader vs. Leadership 13 Leaders |nuence: - 1he |nterpretanon of externa| events by members - 1he cho|ce of ob[ecnves and strateg|es to pursue - 1he monvanon of members to ach|eve the ob[ecnves - 1he mutua| trust and cooperanon of members Leaders Influence
- 1he organ|zanon of work acnv|nes - 1he deve|opment of member sk|||s and conhdence - 1he |earn|ng and shar|ng of new know|edge by members - 1he en||stment of support and cooperanon from outs|ders Leaders Influence 14 - Measured |n terms of the |eader's contr|bunon to.. - 1he enhancement of group cohes|veness - Member cooperanon - Member monvanon - rob|em so|v|ng]prob|em hnd|ng - Dec|s|on mak|ng
Measuring Leadership Effectiveness - Measured |n terms of the |eader's contr|bunon to.. - Con|ct reso|unon - kead|ness of group to dea||ng w|th change and cr|ses - Cvera|| qua||ty of work ||fe - Se|f-conhdence of fo||owers - Increase the|r sk|||s - Deve|opment of |eadersh|p sk|||s Measuring Leadership Effectiveness 15 Lmpowerment |nvo|ves power shar|ng, g|v|ng power to another - the De|eganon of power.
8ut a|so, the rec|p|ent of power through empowerment must embrace the potenna| to |nuence that he or she has ga|ned |f empowerment |s to be fu||y rea||sed. Leadership and Empowerment Lead|ng through empowerment |ncreases the dec|s|on-mak|ng d|screnon of others.
C'7 ";).A"% .-'"%&D ! Need for qu|ck dec|s|ons by peop|e who are most know|edgeab|e about the |ssues ! Need to cope w|th |ncreased work demands due to |arge spans of contro| ! Need growth and comm|tment from others
Leading through Empowerment 16 Deve|opment as a person |eads to Deve|opment as a |eader
Leadership and Personal Development Leadership and Personal Development (llnkelsLeln, Pambrlck, Cannella, 2009) 17 Compose a short paragraph wh|ch m|rrors the essence of your ex|stence. 1h|s persona| m|ss|on statement shou|d address these two bas|c quesnons: - What wou|d I ||ke to do w|th my ||fe? - What wou|d I ||ke to be? (1hat |s, what aur|butes and v|rtues do I want to nurture?) Your Personal Mission Statement ! Leadership evolution (ua, 2011) 18 Leadership Ladder (1an, 2001) Maln characLerlsucs Skllls requlred ueveloplng Lhe people around you lnsplrlng followers All skllls below plus sLraLeglc Lhlnklng and vlslonlng Coachlng, counsellng, Leamwork, mouvauon, successlon plannlng Showlng posluve resulLs Lo Lasks ConcepLual and creaung Lhlnklng skllls communlcauon skllls Wlnnlng frlends and lnuenclng people Puman relauons skllls, bulldlng worklng caplLal lormal appolnLmenL by Lhe company 1echnlcal compeLence A deslre Lo go forward