Chapter 1

What Does it
Mean to be a
Leader?

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 Learning 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 avoid it

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 Learning Objectives
• 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

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 Learning Objectives
• Explain how leadership has evolved and
how historical approaches apply to the
practice of leadership today

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 Exhibit 1.1 - What Leadership
Involves

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 Leadership
• Influencing others to come together around
a common vision
– Multidirectional
– Noncoercive
• Reciprocal in nature
• Involves creating change
• Qualities required for effective leadership
are also needed to be an effective follower

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 Leadership
• Effective followers are:
– Self thinkers who do assignments with
energy and enthusiasm
• Leaders are:
• Committed to the common good rather than
self-interest
• Firm in their beliefs

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 Exhibit 1.2 - The New Reality
for Leaders

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 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

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 Exhibit 1.3 - Comparing
Management and Leadership

Source: 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) :7; Henry Mintzberg

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 Theories of Leadership

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

• Leaders had particular traits or characteristics that

distinguished them from non-leaders and contributed to
success
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 Theories of Leadership

Behavior theories
• Leaders’ behavior correlated with leadership effectiveness
or ineffectiveness

Contingency theories
• Leaders can analyze their situation and tailor their behavior
to improve leadership effectiveness
• Known as situational theories
• Emphasized that leadership cannot be understood in a
vacuum separate from various elements of the group or
organizational situation

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 Theories of Leadership

Influence theories

• Examined the influence processes between leaders

and followers
• Charismatic leadership - Influence based on the
qualities and personality of the leader

Relational theories

• Focused on how leaders and followers interact and

influence one another
• Transformational leadership and servant leadership
are two important relational theories
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 Exhibit 1.4 - Leadership
Evolution

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 Fatal Flaws That Cause
Derailment
Performance problems
• Failing to meet business objectives because of too much time
promoting themselves and playing politics, a failure to fulfill promises,
or a lack of hard work

Problems with relationships

• Being insensitive, manipulative, critical, and not trustworthy in
relationships with peers, direct reports, customers, and others

Difficulty changing
• Not learning from feedback and mistakes to change old behaviors
• Defensive, unable to handle pressure, and unable to change
management style to meet new demands

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 Fatal Flaws That Cause
Derailment
Difficulty building and leading a team

• Poor management of direct reports

• Inability to get work done through others
• Not identifying and hiring the right people

Too narrow management experience

• Inability to work effectively or collaborate outside

their current function
• Failing to see big picture when moved into general
management position over several functions

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 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): 4–14.

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