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Leadership Is
Everyones Business

Leadership Is a Process, Not a


Position

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Leader

Followers

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Leadership

Situation

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Leadership Defined

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The creative and directive force of morale


(Munson, 1921).
The process by which an agent induces a
subordinate to behave in a desired manner
(Bennis, 1959).
The presence of a particular influence
relationship between two or more persons
(Hollander & Julian, 1969).
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Leadership Defined continued

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Directing and coordinating the work of group


members (Fiedler, 1967).
An interpersonal relations in which others comply
because they want to, not because they have to
(Merston, 1969, Hogan, Curphy, & Hogan, 1994).
Transforming followers, creating visions of the
goals that may be attained, and articulating for the
followers the ways to attain those goals (Bass,
1985; Tichy & Devanna, 1986).

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Leadership Defined continued

1-6

The process of influencing an organized


group toward accomplishing its goals
(Roach & Behling, 1984).
Actions that focus resources to create
desirable opportunities (Campbell, 1991).
The leaders job is to create conditions for
the team to be effective (Ginnett, 1996.)

McGraw-Hill/Irwin

2002 The McGraw-Hill Companies, Inc., All Rights

Leadership
The process of influencing an organized
group toward accomplishing its goals

Leadership Is Both Rational and


Emotional.

Rational techniques

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1-8

Emotional appeals

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Distinctions Between Managers and


Leaders
Leaders

Managers

Innovate
Develop
Inspire
Take the long-term view
Ask what and why
Originate
Challenge the status
quo.

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Administer
Maintain
Control
Have a short-term view
Ask how and when
Imitate
Accept the status quo

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Leadership behaviors

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Create a set of values and beliefs for


employees and passionately pursue them.
Define and then constantly reinforce the
vision they have for the company.
Respect and support their employees.
Set the example for their employees.
Create a climate of trust in the organization.

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Leadership behaviors

1-11

Focus employees efforts on challenging


goals and keep them driving toward those
goals.
Provide the resources employees need to
achieve their goals.
Communicate with their employees.
Value the diversity of their workers.
Celebrate their workers successes.
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Leadership behaviors

1-12

Encourage creativity among their workers.


Maintain a sense of humor.
Create an environment in which people
have the motivation, the training, and the
freedom to achieve the goals they have set.
Become a catalyst for change when change
is needed.
Keep their eyes on the horizon.
McGraw-Hill/Irwin

2002 The McGraw-Hill Companies, Inc., All Rights

Myths That Hinder Leadership


Development

1-13

Good leadership is all common sense.


Leaders are born, not made.
The only school you learn leadership
from is the school of hard knocks.

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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

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Summary

1-15

Because leadership is an immature science,


researchers are still struggling to find out what
the important questions in leadership are; we are
far from finding conclusive answers to them.
Even those individuals with extensive knowledge
of the leadership research may be poor leaders.

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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

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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.
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2002 The McGraw-Hill Companies, Inc., All Rights

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

2002 The McGraw-Hill Companies, Inc., All Rights

Summary

1-19

Leaders are often most effective when they affect


people at both the emotional level and the rational
level.
The idea of leadership as a whole-person process
can also be applied to the distinction often made
between leaders and managers.

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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.

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2002 The McGraw-Hill Companies, Inc., All Rights

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

2002 The McGraw-Hill Companies, Inc., All Rights

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.

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2002 The McGraw-Hill Companies, Inc., All Rights

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?

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2002 The McGraw-Hill Companies, Inc., All Rights

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

2002 The McGraw-Hill Companies, Inc., All Rights

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

2002 The McGraw-Hill Companies, Inc., All Rights

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?

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THANK YOU

McGraw-Hill/Irwin

2002 The McGraw-Hill Companies, Inc., All Rights

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