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McGraw-Hill/Irwin
P1
Leadership Is
Everyones Business
1-3
Leader
Followers
McGraw-Hill/Irwin
Leadership
Situation
Leadership Defined
1-4
1-5
McGraw-Hill/Irwin
1-6
McGraw-Hill/Irwin
Leadership
The process of influencing an organized
group toward accomplishing its goals
Rational techniques
McGraw-Hill/Irwin
1-8
Emotional appeals
Managers
Innovate
Develop
Inspire
Take the long-term view
Ask what and why
Originate
Challenge the status
quo.
McGraw-Hill/Irwin
1-9
Administer
Maintain
Control
Have a short-term view
Ask how and when
Imitate
Accept the status quo
Leadership behaviors
1-10
McGraw-Hill/Irwin
Leadership behaviors
1-11
Leadership behaviors
1-12
1-13
McGraw-Hill/Irwin
1-14
Summary
Although many definitions of leadership exist,
we define leadership as the process of
influencing others toward achieving group goals.
Leadership is both a science and an art.
McGraw-Hill/Irwin
Summary
1-15
McGraw-Hill/Irwin
1-16
Summary
Knowing what to do is not the same as knowing
when, where, and how to do it.
The art of leadership concerns the skill of
understanding leadership situations and
influencing others to accomplish group goals.
McGraw-Hill/Irwin
1-17
Summary
Formal leadership education may give
individuals the skills to better understand
leadership situations, and mentorships and
experience may give individuals the skills to
better influence others.
Leaders must also weigh both rational and
emotional considerations when attempting to
influence others.
McGraw-Hill/Irwin
1-18
Summary
Leadership sometimes can be accomplished
through relatively rational, explicit, rule-based
methods of assessing situations and determining
actions.
Nevertheless, there is also an emotional side of
human nature that must be acknowledged.
McGraw-Hill/Irwin
Summary
1-19
McGraw-Hill/Irwin
1-20
Summary
Although leadership and management can be
distinguished as separate functions, a more
comprehensive picture of supervisory positions
could be made by examining the overlapping
functions of leaders and managers.
McGraw-Hill/Irwin
1-21
Summary
Leadership does not occur without followers, and
followership is an easily neglected component of
the leadership process.
Leadership is everyones business and everyones
responsibility.
McGraw-Hill/Irwin
1-22
Summary
Finally, learning certain conceptual frameworks
for thinking about leadership can be helpful in
making your own on-the-job experiences a
particularly valuable part of your leadership
development.
Thinking about leadership can help you become a
better leader than you are right now.
McGraw-Hill/Irwin
1-23
Question
We say leadership involves influencing
organized groups toward goals. Do you see
any disadvantages to restricting the
definition to organized groups?
How would you define leadership?
McGraw-Hill/Irwin
1-24
Question
Are some people the leader type and
others not the leader type? If so, what in
your judgment distinguishes them?
Identify several commonsense notions
about leadership that, to you, are patently
self-evident.
McGraw-Hill/Irwin
1-25
Question
Does every successful leader have a valid
theory of leadership?
Would you consider it a greater compliment
for someone to call you a good manager or
a good leader? Why? Do you believe you
can be both?
McGraw-Hill/Irwin
1-26
Question
Do you believe leadership can be studied
scientifically? Why or why not?
To the extent leadership is an art, what
methods come to mind for improving ones
art of leadership?
McGraw-Hill/Irwin
1-27
THANK YOU
McGraw-Hill/Irwin