Chapter 1

What Does It Mean to Be a

Leader?

1
Chapter Objectives
Understand 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.
2
Chapter 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.

3
Definition of Leadership

Leadership is an influence
relationship among leaders
and followers who intend real
changes and outcomes that
reflect their shared purposes.

4
Ex. 1.1 What Leadership Involves

Influence Intention

Personal
Followers Leader responsibility
and integrity

Shared Change
purpose

5
 Ex. 1.2 The New Reality for
Leadership
OLD Paradigm NEW Paradigm
Stability Change/crisis mgt.
Control Empowerment
Competition Collaboration
Uniformity Diversity
Self-centered Higher purpose
Hero Humble

6
Management and Vision

Management 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
team

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 Ex. 1.3 Comparing Management
and Leadership
Management Leadership

Direction Planning and budgeting Creating vision and strategy

Keeping eye on bottom line Keeping eye on horizon

Alignment Organizing and staffing Creating shared culture and

Directing and controlling values
Creating boundaries Helping others grow
Reducing boundaries

Relationships Focusing on objects – Focusing on people – inspiring

producing/selling goods and and motivating followers
services Based on personal power
Based on position power Acting as coach, facilitator,
Acting as boss servant

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Ex. 1.3 (contd.)
Management Leadership

Personal Qualities Emotional distance Emotional connections (Heart)

Expert mind Open mind (Mindfulness)
Talking Listening (Communication)
Conformity Nonconformity (Courage)
Insight into organization Insight into self (Character)

Outcomes Maintains stability; creates Creates change and a culture

culture of efficiency of integrity

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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.

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Theories of Leadership

Great Man Theories

Trait Theories
Behavior Theories
Contingency Theories
Influence Theories
Relational Theories

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 Ex. 1.4 Top Seven Reasons for
Executive Derailment
1. Acting with an insensitive, abrasive, intimidating,
bullying style
2. Being cold, aloof, arrogant
3. Betraying personal trust
4. Being overly ambitious, self-centered, thinking of
next job, playing politics
5. Having specific performance problems with the
business
6. Overmanaging, being unable to delegate or build
a team
7. Being unable to select good subordinates

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Ex. 1.5 Framework for the Book
Part 1: Introduction to Leadership
Ch. 1: What Does It Mean to be a Leader?

Part 2: Research Perspectives on Leadership

Ch. 2: Traits, Behaviors, and Relationships
Ch. 3: Contingency Approaches

Part 3: The Personal Side of Leadership Part 4: The Leader as a Relationship

Ch.4: The Leader as an Individual
Ch.5: Leadership Mind and Heart
Ch.6: Courage and Moral Leadership
Ch.7: Followership
Builder
Ch.8: Motivation and Empowerment
Ch.9: Leadership Communication
Ch.10: Leading Teams
Ch.11: Developing Leadership Diversity
Ch.12: Leadership Power and Influence

Part 5: The Leader as Social Architect

Ch.13: Creating Vision and Strategic Direction
Ch.14: Shaping Culture and Values
Ch.15: Designing and Leading a Learning Organization 13
Ch.16: Leading Change