Daft CH01 -What Does It Mean to Be a Leader.pptx

WHAT DOES IT MEAN TO BE A LEADER?

1. Chapter 1 What Does It Mean to Be a Leader? Richard L. Daft, The Leadership Experience, 8th Edition. © 2023 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Chapter Objectives (1 of 2) By the end of this chapter, you should be able to: 1-1: Explain the full meaning of leadership and see the leadership potential in yourself and others. 1-2: Describe the five fundamental transformations facing today’s leaders and organizations. 1-3: Summarize the fundamental differences between leadership and management.

3. Chapter Objectives (2 of 2) By the end of this chapter, you should be able to: 1-4: Explain how leadership has evolved and how historical approaches apply to the practice of leadership today. 1-5: Identify the primary reasons for leadership derailment and the new paradigm skills that can help you avoid it. 1-6: Discover how to use this textbook to learn the most about leadership.

4. Defining Leadership An influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.

5. What Leadership Involves

6. Leadership (1 of 2)​ Influence​ Relationship among people is not passive​ Multidirectional​ Noncoercive​ Reciprocal​ People want substantive changes​ Qualities required for effective leadership are also needed to be an effective follower​

7. Leadership (2 of 2)​ Leaders must have followers​ Effective followers​ Think for themselves​ Carry out assignments with energy and enthusiasm​ Leadership is shared among leaders and followers​ Everyone should be fully engaged​ Everyone should accept higher levels of responsibility​

8. Knowledge Check – Discussion 1 What do you consider your own leadership strengths and weaknesses? Discuss your answer with another student.​

9. Paradigm ​ A shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world.​

10. The New Reality for Leaders

11. Management and Vision ​ Management Attainment of organizational goals in an effective and efficient manner through: Planning and organizing Staffing and directing Controlling organizational resources Vision Picture of an ambitious, desirable future for the organization or team

12. Comparing Management and Leadership Sources: Based on Tanya Prive , “Where Does Management Stop and Leadership Start?” Inc. (October 30, 2020), www.inc.com/tanya-prive/where-does-management-stops-leadership-start.html (accessed February 11, 2021); John P. Kotter, A Force for Change: How Leadership Differs from Management (New York: The Free Press, 1990) and ideas in Kevin Cashman, “Lead with Energy,” Leadership Excellence (December 2010), p. 7; and Henry Mintzberg, Managing (San Francisco: Berrett-Koehler, 2009).

13. Knowledge Check – Discussion 2 Why do you think so few people succeed at both management and leadership? Is it reasonable to believe someone can be good at both? Discuss.

14. Historical Theories of Leadership (1 of 3) Great Man theories Leadership was conceptualized as a single “Great Man” who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities. Trait theories Picture of an ambitious, desirable future for the organization or team

15. Historical Theories of Leadership (2 of 3) Behavior theories Leaders’ behavior toward followers correlated with leadership effectiveness or ineffectiveness. Contingency theories Leaders can analyze their situation and tailor their behavior to improve leadership effectiveness. Also known as situational theories. Leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation.

16. Historical Theories of Leadership (3 of 3) Influence theories Examine the influence processes between leaders and followers. Charismatic leadership—Influence based on the qualities and charismatic personality of the leader. Relational theories Focus on how leaders and followers interact and influence one another. Transformational leadership and servant leadership are two important relational theories.

17. Leadership Evolution

18. Agile Leadership Giving up control in the traditional sense and encouraging the growth and development of others to ensure organizational flexibility and responsiveness.

19. Derailment A phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and can’t advance because of a mismatch between job needs and personal skills and qualities.

20. Five Fatal Flaws That Cause Derailment Source: Based on Yi Zhang, Jean Brittain Leslie, and Kelly M. Hannum , “Trouble Ahead: Derailment Is Alive and Well,” Thunderbird International Business Review 55 , no. 1 (January–February 2013), pp. 95–102.

21. Self Awareness and Skill Building Increase Leadership Competence

22. Summary Why We Need Effective Leadership The New Reality for Leaders How Leadership Differs from Management Evolving Theories of Leadership Agile Leadership