Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 1

Chapter 1 - Leadership is everyones business. Learning certain conceptual frameworks for thinking about leadership can be helpful in making your own on-the-job experiences a particularly valuable part of your leadership development. Thinking about leadership can help you become a better leader than you are right now.

1­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER O NE Leadership Is  Everyone’s Business Leadership Is a Process, Not a  Position Leader Followers McGraw­Hill/Irwin Leadership Situation © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 1­3 Leadership Defined  • The creative and directive force of morale  (Munson, 1921) • The process by which an agent induces a  subordinate to behave in a desired manner  (Bennis, 1959).  • The presence of a particular influence  relationship between two or more persons  (Hollander&Julian,1969) McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 1ư4 LeadershipDefinedcontinued ã Directingandcoordinatingtheworkofgroup members(Fiedler,1967) ã Aninterpersonalrelationsinwhichotherscomply becausetheywantto,notbecausetheyhaveto (Merston,1969,Hogan,Curphy,&Hogan,1994). ã Transformingfollowers,creatingvisionsofthe goalsthatmaybeattained,andarticulatingforthe followersthewaystoattainthosegoals(Bass, 1985;Tichy&Devanna,1986). McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 1ư5 Leadership Defined 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.)  McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 1­6 Leadership   The process of influencing an organized  group toward accomplishing its goals Leadership Is Both Rational and  Emotional.  Rational techniques McGrawưHill/Irwin Emotionalappeals â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 1ư8 DistinctionsBetweenManagersand Leaders 1ư9 Leaders ã ã • • • • • McGraw­Hill/Irwin Managers Innovate Develop Inspire Take the long­term view Ask what and why Originate Challenge the status  quo  Administer  Maintain  Control  Have a short­term view  Ask how and when Imitate Acceptthestatusquo â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved MythsThatHinderLeadership Development ã Goodleadershipisallcommonsense ã Leadersareborn,notmade ã The only school you learn leadership  from is the school of hard knocks McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 1­10 ... McGrawưHill/Irwin Leadership Situation â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 1? ?3 LeadershipDefined ã Thecreativeanddirectiveforceofmorale (Munson ,19 21) • The? ?process by which an agent induces a ... because they want to, not because they have to  (Merston,? ?19 69, Hogan, Curphy, & Hogan,? ?19 94).  • Transformingfollowers,creatingvisionsofthe goalsthatmaybeattained,andarticulatingforthe followersthewaystoattainthosegoals(Bass,... (Roach&Behling ,19 84) ã Actionsthatfocusresourcestocreate desirableopportunities(Campbell ,19 91) ã Theleadersjobistocreateconditionsfor theteamtobeeffective(Ginnett ,19 96.) McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved