Ngân hàng câu hỏi Quản lý nhà nước về đô thị

Chapter 1
What Does It Mean to Be a
Leader?

1


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 today’s 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.
2


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.

3

Definition of Leadership

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

4


Ex. 1.1 What Leadership Involves
Influence

Followers

Leader

Shared
purpose

Intention

Personal
responsibility
and integrity

Change

5


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

6


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

7


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

8


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

9


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.

10

Theories of Leadership
Great Man Theories
Trait Theories
Behavior Theories
Contingency Theories
Influence Theories
Relational Theories

11


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
12


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

13