introductiontoleadership-091011043113-phpapp02 (1).ppt

INTRODUCTION TO LEADERSHIP

1. 1. Leaders are important.
2. Everyone is already a leader.
3. Leadership skills can and should
be developed.
Three Premises on Leadership

2. 1. Reasons for Leadership
2. Requirements of Leadership
3. Roles in Leadership
Leadership Themes

3. 4. Responsibilities of Leadership
5. Risks in Leadership
6. Rewards of Leadership
Leadership Themes

4. TWO MAIN QUESTIONS ABOUT
LEADERSHIP
•A. What is it?
•Influence:
•Dominance
•Mission focus
•B. How is it Measured?
•Followers-How many?
•Empire-Area of influence
•Time-How Long?

5. WHAT IS LEADERSHIP?
The process of moving a group of people in some
direction through non-coercive means. John Kotter of
Harvard Business School
The ability to capture the attention of people. Richard
Cyert
Anyone who can gather followers in a particular
situation. Warren Bennis
“To an extent, leadership is like beauty: it’s hard to
define, but you know it when you see it.” Warren
Bennis

6. DWIGHT DAVID EISENHOWER
 Leadership is getting
people to do what you want
them to do
because they want to do
it.

7. WHY ARE LEADERS IMPORTANT?
Dr. Warren Bennis suggests three:
1. Leaders are responsible for the effectiveness of organizations.
2. Leaders provide anchors in our lives.
3. Leaders define cultural and institutional integrity.
People want leaders.

8. WHAT DO LEADERS DO?
1.“Create a climate of trust, respect, innovation, and
openness so that everyone may work effectively.
2.Robert Tucker: Setting goals,
allocating resources,
staffing, delegating
3.Management Texts Often Suggest
a.Planning
b.leading
c.organizing
d.controlling

9. THREE TYPES OF LEADERS
1. Teachers: willing to break the rules while following
their value code.
2. Heroes: devoted to great causes and noble works.
3. Rulers: motivated to use power to dominate others.

10. INTERACTION BETWEEN INDIVIDUAL
AND ENVIRONMENT
•Leaders may emerge during times of crisis (Emergent
Leadership)
•A certain crisis may call upon skills that a certain person
has and thus they find themselves in a leadership
position. (military officers during national emergencies)

11. WHERE DO LEADERS LEARN TO
LEAD?
•1. Leaders Learn From Experience
•2. Leaders Learn from Example
•3. Leaders Learn from Education

12. WHAT IS DESIRED IN A LEADER?
•1. Integrity and honesty
•2. Job or task knowledge (often these are
organizational skills like goal setting, resource
management, time management, business strategy.)
•3. People building skills (performance coaching,
motivation, mentoring, communication and human
resource skills)

13. CAN LEADERSHIP BE TAUGHT?
National Training Director Chris Lee suggests that Everyone
Can:
1.Learn new responsibilities and risks.
2.Learn to build consensus and trust among
social groups.
3.Learn to develop a vision for the future.
4.Learn to better communicate that vision.

14. •Not reaching your goal is
not a tragedy.
• The tragedy is not having
a goal.
•Benjamin Mays

15. LEADERSHIP OR MANAGEMENT
Management involves:
1. Planning
2. Organizing
3. Directing
4. Controlling
Leadership Must Generally Involve:
1. Establishing a Direction
2. Aligning people and resources
3. Energizing people to accomplish results

16. THE VITAL REQUIREMENTS OF LEADERS
Consensus of Views Suggests that Leaders
1. Define the Mission
2. Articulate the Mission
3. Empower Followers
4. Identify the enemy
5. Keep “Hope” Alive

17. LEADERS DISSATISFACTION
1.Too much time demanded.
2.Too many personnel and personal problems.
3.Too much responsibility with no real authority.
4.Loneliness
5.Too many people problems
6.Organizational politics
7.The pursuit of conflicting goals.

18. GENERAL ATTRIBUTES OF LEADERS
1.The skillful use of power
2.Understanding follower empowerment
3.Understanding teamwork
4.Good at motivating and coaching
5.Creative problem solver
6.Multicultural skills
7.Conflict resolution skills
8.Good communication skills

19. THE ENEMIES OF LEADERSHIP
1. Not Willing to Risk
2. Succumbing to the fear of failure
3. A culture that values social and
ideological homogeneity.
4. The belief that one person cannot make a
difference.

20. BEING A LEADER IS RISKY
“70% of Leaders do not finish well.” Dr.J. Robert
Clinton of Fuller Theological Seminary.
1. They lose their learning
posture.
2. Their character wanes.
3. They stop living by
their convictions.

21. 4. They fail to leave behind ultimate contributions.
5. They stop walking in awareness of their influence
and destiny.

“A leader whose skills outstrip his character
formation will eventually falter.”

22. THE NEW REALITIES OF LEADERSHIP
THE LEADERSHIP CHALLENGES
JAMES KOUZES AND BARRY POSNER
•1. The cynics are winning
•2. Power has shifted from those with titles to those with
information.
•3. Knowledge is the new currency.
•4. The new social contract promises “fulfillment.”
• 5. There’s a renewed search for meaning.

23. ALL OUR LEADERSHIP KNOWLEDGE NEEDS TO BE
TRANSLATED INTO WILLPOWER.
Study after study over the past 20 years has
found essentially the same thing: more than
half the organizations who start a change
program fail within 12 months.
Why do you believe this occurs?

24. SELF-DETERMINATION THEORY
•“Ask any kid why he plays ball and he’ll say
because it’s fun, not because it will help him stay
healthy when he’s 80. That’s the nature of intrinsic
motivation, it’s something done for its own sake.
•That doesn’t mean external rewards aren’t
motivating. It’s that the motivation becomes
dependent upon rewards, and if they’re not
salient enough and not continuous enough, then
the motivation will track that.” – Dr. Ryan

25. SDT RESEARCHERS SAY:
“you’re intrinsically motivated to perform an activity if it meets
three basic needs:
•Autonomy – the choice to do it was made by you, not
somebody else.
•Competence – you know what you are doing,or are at least
becoming better at it. Repetition helps.
•Relatedness – the activity connects you in some way to other
people.

26. INTRINSIC MOTIVATION
•“What drives most people away from successfully
achieving goals is mental abuse.
•Successful programs are powered not by threats,
intimidation or screaming, but by peoples’ natural passion
for being successful.
•And when it comes to motivation, internal passion trounces
intimidation any day of the week.”

27. LEADERS HAVE HIGH EI
…WHAT IS EMOTIONAL INTELLIGENCE?
•The ability to monitor one’s own and others emotions, to
discriminate among them, and to use the information to
guide one’s thinking and actions.

28. EMOTIONAL INTELLIGENCE DOMAINS
•Self Awareness-Ability to understand your emotions and
their effect on others
•Self Awareness Competencies– Emotional self awareness;
Accurate self-assessment; Self confidence

29. EMOTIONAL INTELLIGENCE DOMAINS
•Self Management-Ability to control impulses and suspend
judgment
•“Think before acting”
•Self Management Competencies-Emotional self-control ;
Transparency; Adaptability; Achievement; Initiative;
Optimism

30. EMOTIONAL INTELLIGENCE DOMAINS
•Social Awareness-Empathy, awareness of others emotions
•Social Awareness Competencies-Empathy; Organizational
awareness ; Service

31. EMOTIONAL INTELLIGENCE DOMAINS
•Social Skills-Managing Relations with others
•Relationship Management Competencies-Inspirational
leadership ; Influence; Developing others; Change
catalyst; Conflict management; Building bonds ;
Teamwork and collaboration

32. THREE APPROACHES TO THE STUDY
LEADERSHIP
•1. Qualities of the individual
•The “Great Man” theory
•Trait Theory
•Ralph M. Stogdill
•2. Environmental factors
•Leadership is viewed as an acquired competency
including an understanding of how to respond to
environment and circumstance.

33. •Let us try to become EMOTIONALLY INTELLIGENT
•Thank you!