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Chapter 4

Slide 4-1

Leadership Is Developed through


Education and Experience

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Chapter Goals
Slide 4-2

 Describing a general model that describes


how we learn from experience.
 Describing how perceptions can affect a
leader’s interpretation of, and actions in
response to, a particular leadership
situation and why reflection is important to
leadership development.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999
Chapter Goals
Slide 4-3
Cont.
 Revealing how the people you work with
and the task itself can help you become a
better leader.
 Reviewing some of the typical content and
pedagogy found in many formal leadership
education programs.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Chapter Goals
Slide 4-4
Cont.
 Discussing how to evaluate and choose
between the many different kinds of
leadership programs available.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


The Action-Observation
Model
Slide 4-5

 The Action-Observation Model shows that


leadership development is enhanced when the
experience involves three different processes:
Action
Observation
Reflection

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


The Action-Observation
Model
Slide 4-6

 Perception reflects all three phases of the


Action-Observation Model.
Perception & Observation
Perception & Reflection
Perception & Action

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Managerial Growth
Slide 4-7

 Two factors that can foster managerial


growth:
The people you work with
The task itself

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Characteristics of Successful
Leaders
Slide 4-8

 Ability to develop or adapt


 Establish collaborative relations
 Ability to build and lead a team
 Non-authoritarian

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Characteristics of Successful
Leaders
Slide 4-9
Cont.
 Consistent exceptional performance
 ambitious

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Characteristics of
Derailed Leaders
Slide 4-10

 Inability to develop or adapt


 Poor working relations
 Inability to build and lead a team

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Characteristics of
Derailed Leaders
Slide 4-11
Cont.

 Authoritarian
 Poor performance
 Too ambitious

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Twelve Most Frequent Lessons
of Experience for Men and
Women Managers
Slide 4-12

 Directing and motivating employees


 Self-Confidence
 Basic management values
 How to work with executives

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Twelve Most Frequent Lessons
of Experience for Men and
Women Managers
Slide 4-13
Cont.
 Understanding other people’s
perspective
 Dealing with people over who you
have no authority
 Handling political situations

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Twelve Most Frequent Lessons
of Experience for Men and
Women Managers
Slide 4-14
Cont.
 For Men Managers Only
Technical/professional skills
all about the business
Coping with ambiguous situations
Shouldering full responsibility
Persevering through adversity

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Twelve Most Frequent Lessons
of Experience for Men and
Women Managers
Slide 4-15
Cont.
 For Women Managers Only
Personal limits and blind spots
Taking charge of career
Recognizing and seizing opportunities
Coping with situations beyond your control
Knowing what excites you

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999


Leadership Development
through Education and
Training
Slide 4-16

 University Courses
 Leadership Training Programs

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999