The Leadership

Experience in Asia
NI PUTU ROSSICA SARI
NIM 51811520
Chapter 1

What Does it Mean to Be

a Leader
Chapter Outline

1. The Need for Leadership

2. The New Reality for Leaders
3. How Leadership Differs from Management
4. Evolving Theories of Leadership
5. Leadership Can Be Learned
6. Mastering The Art and Science of Leadership
7. Organization of This Book
The Need for
Leadership
Leadership is an
influence relationship
among leaders and
followers who intend
real changes and
outcomes that reflect
their shared purposes
Leadership Involves

Influence Intention

Personal
Followers LEADER Responsibility
and Integrity

Shared
Change
Purpose
The New Reality for Leaders

From Old Paradigm Leader to New

Paradigm Leader
Old New
Stabilizer Change Manager
Controller Facilitator
Competitor Collaborator
Diversity Avoider Diversity Promoter
Hero Humble
 How Leadership Differs from
Management

Management Leadership
Managers and Leaders are not inherently
different
Direction
types
•
•
of people.
Plan and Budget
Minimize risk for sure result
•
•
Create vision and strategy
Maximize opportunity
• Focus on bottom line • Keep eye on horizon
Comparing Management and Leadersip.
Alignment • Organize and staff • Create shared culture and values
• Direct and Control • Provide learning opportunities
• Create Structure and order • Encourage networks and flexibility

Relationships • Invest in Goods • Invest in People

• Use position power • Use personal influence
• Focus people on specific goals • Inspire with purpose and trust

Personal • Emotional Distance • Emotional Connections (Heart)

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

Outcomes • Maintain stability: create a culture • Create change and a culture of ability
of efficiency and integrity
 Evolving Theories of Leadership
Environment
Stable
Era 2
Rational Management
• Behavior theories
Organization • Contingency theories
Organization:
• Vertical Hierarchy,
bureaucratic Management
• Functional
Scope
Era 1
Great Person Leadership
• Great man theories
• Trait theories
Individual Organization:
• Pre-bureaucratic
organization
• Administrative principle
Turbulent
Era 3
Team or Lateral Leadership
• Influence theories
Organization:
• Horizontal Organization
• Cross functional teams
Era 4
Learning Leadership
• Relational theories
• Level 5 Leadership
Organization:
• High performance culture
• Shared vision, alignment
• Facilitate change and
adaptation
 LEADER FATAL FLAWS
Derailment : A Phenomenon
In Which A Manager With An
Impressive Track Record
Reaches A Certain Level But
Goes Off Track And Can’t
Leadership Advance Because Of A
Mismatch Between Job
Can Be Needs And Personal Skills
And Qualities.

Learned
LEADER GOOD BEHAVIORS
The Best Leaders, At All
Levels, Are Those Who Are
Genuinely Interested In Other
People And Find Ways To
Bring Out The Best In Them.
 Mastering The Art and Science of
Leadership
• It May Be True That Some Inborn
Qualities And Personality
AS A LEADER, YOU CAN Characteristics Can Provide A
CULTIVATE YOUR PEOPLE Foundation For Being A Good
SKILLS TO AVOID EXECUTIVE Leader, But Most People Can Learn
DERAILMENT. YOU CAN To Be Good Leaders No Matter Their
TREAT OTHERS WITH Innate Characteristics.
KINDNESS, INTEREST, AND • Leadership Can Be Learned, But It Is
RESPECT AND AVOID Important To Remember That
OVERMANAGING BY Leadership Is Both An Art And A
SELECTING GOOD Science. Leadership Takes Practice
And Hands On Experience, As Well
FOLLOWERS AND As Intense Personal Exploration And
DELEGATING EFFECTIVELY. Development.
• Studying Leadership Can Also Lead
To The Discovery Of Abilities You
Never Knew You Had.
“ Leadership, on the other hands, is about
creating a vision for the future,
designing social architecture that
shapes culture and values, inspiring and
motivating followers, developing
personal qualities and creating change
withhin a culture of integrity.
”
THANK YOU