Leadership enhancing the lesson of experience 6e by hughes chap 001

Q Chapter Leadership is Everyone’s Business “Lives of great men all remind us we can make our lives sublime and, departing, leave behind us footprints on the sands of time.” ~ Henry Wadsworth Longfellow The Purpose of This Book  The purpose of this book is to help you be more effective in leadership situations by helping you better understand the complex challenges of leadership  This book will serve as a guide for interpreting leadership theory and research  This book will fill the gap between books that provide excellent summaries of leadership research but little practical advice on how to be a better leader McGraw-Hill/Irwin 1-3 © 2006 The McGraw-Hill Companies, Inc All rights reserved Three Leaders Colin Powell  United Peter  Film Aung States secretary of state Jackson director, The Lord of the Rings trilogy San Suu Kyi  Leading voice for freedom and democracy in Burma McGraw-Hill/Irwin 1-4 © 2006 The McGraw-Hill Companies, Inc All rights reserved What is Leadership?  The process by which an agent induces a subordinate to behave in a desired manner (Bennis, 1959)  Directing and coordinating the work of group members (Fiedler, 1967)  An interpersonal relation in which others comply because they want to, not because they have to (Merton, 1969)  Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals (Bass, 1098; Tichy & Devanna, 1986) McGraw-Hill/Irwin 1-5 © 2006 The McGraw-Hill Companies, Inc All rights reserved What is Leadership? (continued)  The process of influencing an organized group toward accomplishing its goals (Roach & Behling, 1984)  Actions that focus resources to create desirable opportunities (Campbell, 1991)  The leader’s job is to create conditions for the team to be effective (Ginnett, 1996)  The ends of leadership involve getting results through others, and the means of leadership involve the ability to build cohesive, goal-oriented teams Good leaders are those who build teams to get results across a variety of situations (Hogan, Curphy & Hogan, 1994) McGraw-Hill/Irwin 1-6 © 2006 The McGraw-Hill Companies, Inc All rights reserved Leadership is Both a Science and an Art  Bass & Stogdill’s Handbook of Leadership cites approximately 8,000 studies on leadership  Some managers may be effective leaders without ever having taken a course or training program in leadership  Some scholars in the field of leadership may be relatively poor leaders themselves McGraw-Hill/Irwin 1-7 “Any fool can keep a rule God gave him a brain to know when to break the rule.” ~ General Willard W Scott © 2006 The McGraw-Hill Companies, Inc All rights reserved Leadership is Both Rational and Emotional  Leadership includes actions and influences based on reason and logic as well as those based on inspiration and passion  Good leadership is more than just calculation and planning, or following a “checklist.”  Good leadership involves touching others’ feelings; emotions play an important role in leadership too McGraw-Hill/Irwin 1-8 © 2006 The McGraw-Hill Companies, Inc All rights reserved Leadership is Both Rational and Emotional (continued)  Aroused feelings can be used either positively or negatively, constructively or destructively  The mere presence of a group can cause people to act differently than when they are alone  Leaders need to consider both the rational and the emotional consequences of their actions McGraw-Hill/Irwin 1-9 © 2006 The McGraw-Hill Companies, Inc All rights reserved Leadership and Management  Managers administer; leaders innovate  Managers maintain; leaders develop  Managers control; leaders inspire  Managers have short-term view; leaders, a longterm view  Manager ask how and when; leaders ask what and why  Managers imitate; leaders originate  Managers accept the status quo; leaders challenge it McGraw-Hill/Irwin 1-10 © 2006 The McGraw-Hill Companies, Inc All rights reserved Leadership and Followership Figure 1-1 McGraw-Hill/Irwin 1-11 © 2006 The McGraw-Hill Companies, Inc All rights reserved Leadership and Followership (continued) Figure 1-2 McGraw-Hill/Irwin 1-12 © 2006 The McGraw-Hill Companies, Inc All rights reserved Leadership on Stages Large and Small Not all leaders are famous or powerful Most leaders are not known outside their own particular sphere or activity, nor should they be Every one of us has the opportunity to be a leader McGraw-Hill/Irwin 1-13 © 2006 The McGraw-Hill Companies, Inc All rights reserved Myth: God Leadership is All Common Sense  Most scholarly journals and books only confirm what anyone with common sense already knows; however, common sense is an ambiguous term  One of the challenges of leadership is to know when common sense applies and when it does not  If leadership were nothing more than common sense, then there should be few, if any, problems in the workplace  Effective leadership must be something more than just common sense McGraw-Hill/Irwin 1-14 © 2006 The McGraw-Hill Companies, Inc All rights reserved Myth: Leaders are Born, not Made  Innate factors as well as formative experience influence many sorts of behavior, including leadership  Research indicates that many cognitive abilities and personality traits are at least partially innate  Our basic natures may be fixed, but different environments can nurture or suppress different leadership qualities  Leaders are born and made McGraw-Hill/Irwin 1-15 © 2006 The McGraw-Hill Companies, Inc All rights reserved Myth: The Only School You Learn Leadership From is the School of Hard Knocks  Formal study and learning from experience compliment each other  It is important to understand what kind of study will help students learn to discern critical lessons about leadership from their own experience  Being able to analyze your experiences from multiple perspectives may be the greatest single contribution a formal course in leadership can give you McGraw-Hill/Irwin 1-16 © 2006 The McGraw-Hill Companies, Inc All rights reserved An Overview of The Book Part I  Leadership is an interaction between the leader, the followers, and the situation  Various formal theories attempt to explain leadership effectiveness in terms of those interactions  Leadership develops through experience  Leadership can be assessed and studied McGraw-Hill/Irwin 1-17 © 2006 The McGraw-Hill Companies, Inc All rights reserved An Overview of The Book (continued) Part II  Focuses on the leader, beginning with an examination of the issues of power and influence, then of ethics, values, and attitudes  Theories and research concerning the leader: how good and bad leaders differ in personality, intelligence, creativity and behavior  Charismatic leadership McGraw-Hill/Irwin 1-18 © 2006 The McGraw-Hill Companies, Inc All rights reserved An Overview of The Book (continued) Part III Focuses on followers Summarizes research Provides practical advice on such topics as motivating subordinates and using delegation McGraw-Hill/Irwin 1-19 © 2006 The McGraw-Hill Companies, Inc All rights reserved An Overview of The Book (continued) Part IV  Examines how the situation affects the leadership process Part V  Explores several dozen specific leadership skills, including practical advice about handling specific leadership challenges McGraw-Hill/Irwin 1-20 © 2006 The McGraw-Hill Companies, Inc All rights reserved Summary  We define leadership as the process of understanding leadership situations and influencing others toward achieving group goals  Both education and experience are important for effective leaders  Leaders must weigh both rational and emotional considerations when attempting to influence others  Leadership does not occur without followers  Leadership is everyone’s business and everyone’s responsibility McGraw-Hill/Irwin 1-21 © 2006 The McGraw-Hill Companies, Inc All rights reserved  ...  The leader’s job is to create conditions for the team to be effective (Ginnett, 1996)  The ends of leadership involve getting results through others, and the means of leadership involve the. .. Longfellow The Purpose of This Book  The purpose of this book is to help you be more effective in leadership situations by helping you better understand the complex challenges of leadership. .. An Overview of The Book (continued) Part II  Focuses on the leader, beginning with an examination of the issues of power and influence, then of ethics, values, and attitudes  Theories and