Chapter 1

What Does It Mean to Be a

Leader?

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 todays 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.
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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.

Definition of Leadership

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

Ex. 1.1 What Leadership Involves

Influence

Followers

Leader

Shared
purpose

Intention

Personal
responsibility
and integrity

Change

Ex. 1.2 The New Reality for

Leadership
OLD Paradigm
Stability
Control
Competition
Uniformity
Self-centered
Hero

NEW Paradigm
Change/crisis mgt.
Empowerment
Collaboration
Diversity
Higher purpose
Humble

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

Leadership Versus Management

(Table 1.1)

Leaders
Visionary & Passionate
Creative & Inspiring
Innovative & Courageous
Imaginative & Experimental
Shares knowledge
Trusting, Warm & Radiant
Expresses humility
Initiator
Acts as a coach, consultant
Does the right things

Managers
Rational & Business-like
Persistent & tough-minded
Analytical & structured
Deliberative & Authoritative
Centralizes knowledge
Guarded, Cool & Reserved
Rarely admits to be wrong
Implementer
Acts as a boss
Does thing right

Ex. 1.3 Comparing Management

and Leadership
Management

Leadership

Direction

Planning and budgeting

Keeping eye on bottom line

Creating vision and strategy

Keeping eye on horizon

Alignment

Organizing and staffing

Directing and controlling
Creating boundaries

Creating shared culture and

values
Helping others grow
Reducing boundaries

Relationships

Focusing on objects
producing/selling goods and
services
Based on position power
Acting as boss

Focusing on people inspiring

and motivating followers
Based on personal power
Acting as coach, facilitator,
servant

Ex. 1.3 (contd.)

Management

Leadership

Personal Qualities

Emotional distance
Expert mind
Talking
Conformity
Insight into organization

Emotional connections (Heart)

Open mind (Mindfulness)
Listening (Communication)
Nonconformity (Courage)
Insight into self (Character)

Outcomes

Maintains stability; creates

culture of efficiency

Creates change and a culture

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.
2.
3.
4.
5.
6.
7.

Acting with an insensitive, abrasive, intimidating,

bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious, self-centered, thinking of
next job, playing politics
Having specific performance problems with the
business
Overmanaging, being unable to delegate or build
a team
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

Ch.4: The Leader as an Individual
Ch.5: Leadership Mind and Heart
Ch.6: Courage and Moral Leadership
Ch.7: Followership

Part 4: The Leader as a Relationship

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
Ch.16: Leading Change

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