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Session2: Introduction
Northouse, 5th edition
Overview
Conceptualizing Leadership Leadership Definition Components of the Definition Followers & Leadership Challenges of Leadership
Defining Leadership
There are almost as many definitions of Leadership as there are persons who have attempted to define the concept. (Stogdill, 1974)
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Conceptualizing Leadership
Some definitions view leadership as: The focus of group processes A personality perspective
An act or behavior
The power relationship between leaders & followers
Leadership Defined
Leadership
is a process whereby an individual influences a group of individuals to achieve a common goal.
Leaders
Are not above followers Are not better than followers Rather, an interactive relationship with followers
Definitions of Leadership
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LEADERSHIP DESCRIBED
Trait vs. Process Leadership Assigned vs. Emergent Leadership Leadership & Power Leadership & Coercion Leadership & Management
Leadership
FOLLOWERS
FOLLOWERS
Referent Expert
Legitimate
Reward Coercive
COERCIVE POWER Derived from having the capacity to penalize or punish others.
ex. A coach who sits players on the bench for being late to practice is using coercive power.
Power is influence derived from being seen as likable & knowledgeable Referent Expert
Leader Perspective
Change is a competitive advantage to be embraced Change is led through the heart and mind A team of change leaders is required to lead change Issues and problems can be mitigated proactively
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Leader
Experimental, visionary, flexible, unfettered, creative
Uses the power and logic of the rational mind Considers the dangers Concentrates on short-term results Follows visions Scrutinizes performance Pursues the tangible Performs duties Controls Depends on authority
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Uses the power of intuition and logic of the heart Senses opportunity Focuses on long-term results Creates visions Searches for potential Seeks the intangible Pursues dreams Inspires Depends on influence
Institute for Management Excellence: adapted from Mind of a Manager, Soul of a Leader by Craig Hickman, John Wiley & Sons
Leader
Looks toward the future Appreciates change Orients toward the long term Engages in a Vision Asks why and what
Prefers to control
Is happy in complexity Uses the rational mind Works within the context of the organization and the business 19
Takes social and environmental contexts into consideration un bon Chef : Essai de dfinition, Kets de Vries, Manfred, Les Cahiers du
Predictability
Order
Budgeting
Organizing
Monitoring
Staffing
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Controlling
Short-Term Results
Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.
Vision
Strategies
Leaders
Movement Energy Passion Change
Visioning
Strategizing
Performing
Risking
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Delegating
Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.
Leadership Activities
Produces change and movement
Establishing direction Aligning people Motivating / Inspiring
Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper.
Leaders
Multidirectional Influence
Are emotionally active & involved
Preface
The key difference between management and leadership is one of perspective Understanding the distinctions between management and leadership is a key step in orchestrating change
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Adaptation: Leading Change, John Kotter, Harvard Business School Press, 1996.
Leader
Manager
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President
Sr./Exec VP
Vice President
Director
Manager
Supervisor
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Adaptation: Jaques, Elliott, The Requisite Organization, Cason Hall & Co, Arlington, VA, 1996.
6.
4. 5.
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Overcoming Challenges
You must be the change you wish to see in the world.
Mahatma Gandhi Indian Leader
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