Description
Assigned Readings:
Chapter 1. What Does It Mean to Be a Leader?
Initial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.
Also, provide a graduate-level response to each of the following questions:
What do you consider your own strengths and weaknesses for leadership? Discuss your answer with another student.
Describe the best leader you have known. How did this leader acquire his or her capability?
Look through recent magazines and newspapers and identify one leader who seems to illustrate the “leader-as-hero” mindset and one who seems more typical of the humble Level 5 leader described in the text. Describe their differing characteristics. Which was easier to find?
[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student’s own words – do not provide quotes!]
[Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]
Unformatted Attachment Preview
CHAPTER 1
What Does It
Mean to Be a
Leader?
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 1 of 3)
• 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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 2 of 3)
• Recognize the traditional functions of
management and the fundamental differences
between leadership and management
• Appreciate the crucial importance of providing
direction, alignment, relationships, personal
qualities, and outcomes
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (slide 3 of 3)
• Explain how leadership has evolved and how
historical approaches apply to the practice of
leadership today
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership
An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.1 – What Leadership Involves
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership (slide 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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Leadership (slide 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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Paradigm
A shared mindset that
represents a fundamental
way of thinking about,
perceiving, and
understanding the world
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.2 – The New Reality for
Leaders
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.3 – Comparing
Management and Leadership
Sources: Based on 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; Henry Mintzberg, Managing (San Francisco:
Berrett-Koehler, 2009); and Mike Maddock, ‘‘The One Talent That Makes Good Leaders Great,’’ Forbes (September 26, 2012),
www.forbes.com/sites/mikemaddock/2012/09/26/the-one-talent-that-makes-good-leaders-great/ (accessed March 7, 2013).
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Historical Theories of Leadership (slide 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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Historical Theories of Leadership (slide 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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Historical Theories of Leadership (slide 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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.4 – Leadership Evolution
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Agile Leadership
Giving up control in the traditional
sense and encouraging the growth
and development of others to
ensure organizational flexibility
and responsiveness
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.5 – 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.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.6 – Learning to Be a Leader
Source: Based on ‘‘Guidelines for the Apprentice Leader,’’ in Robert J. Allio, ‘‘Masterclass: Leaders and Leadership—Many Theories, But What
Advice Is Reliable?’’ Strategy & Leadership 41, no. 1 (2013), pp. 4–14.
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Exhibit 1.7 – Framework for the Book
©2018 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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