tailieunhanh - 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. | CHAPTER ONE Leadership Is Everyone’s Business Leadership Is a Process, Not a Position Leadership Followers Leader Situation 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). Leadership Defined continued Directing and coordinating the work of group members (Fiedler, 1967). An interpersonal relations in which others comply because they want to, not because they have to (Merston, 1969, Hogan, Curphy, & Hogan, 1994). Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals (Bass, 1985; Tichy & Devanna, 1986). 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.) Leadership The process of influencing an organized group toward accomplishing its goals Leadership Is Both Rational and Emotional. Rational techniques Emotional appeals Distinctions Between Managers and Leaders Leaders Innovate Develop Inspire Take the long-term view Ask what and why Originate Challenge the status quo. Managers Administer Maintain Control Have a short-term view Ask how and when Imitate Accept the status quo Myths That Hinder Leadership Development Good leadership is all common sense. Leaders are born, not made. The only school you learn leadership from is the school of hard knocks. | CHAPTER ONE Leadership Is Everyone’s Business Leadership Is a Process, Not a Position Leadership Followers Leader Situation 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). Leadership Defined continued Directing and coordinating the work of group members (Fiedler, 1967). An interpersonal relations in which others comply because they want to, not because they have to (Merston, 1969, Hogan, Curphy, & Hogan, 1994). Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals (Bass, 1985; Tichy & Devanna, 1986). 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.) Leadership The process of influencing an organized group toward accomplishing its goals Leadership Is Both Rational and Emotional. Rational techniques Emotional appeals Distinctions Between Managers and Leaders Leaders Innovate Develop Inspire Take the long-term view Ask what and why Originate Challenge the status quo. Managers Administer Maintain Control Have a short-term view Ask how and when Imitate Accept the status quo Myths That Hinder Leadership Development Good leadership is all common sense. Leaders are born, not made. The only school you learn leadership from is the school of hard .