is all about growing yourself. When you become a leader, success is all about growing others. —Jack Welch • A leader is a dealer in hope. —Napoleon Bonaparte • You don’t need a title to be a leader. –Multiple Attributions • A leader is one who knows the way, goes the way, and shows the way. —John Maxwell • My own definition of leadership is this: The capacity and the will to rally men and women to a common purpose and the character which inspires confidence. —General Montgomery • Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations. —Peter Drucker • Never doubt that a small group of thoughtful, concerned citizens can change world. Indeed it is the only thing that ever has. —Margaret Mead • The nation will find it very hard to look up to the leaders who are keeping their ears to the ground. —Sir Winston Churchill
a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. • A process whereby an individual influences a group of individuals to achieve a common goal. 6
a person influences others to accomplish a mission (U.S. Army, 1983). • Leadership is inspiring others to pursue organization’s vision within the parameters a leader sets, to the extent that it becomes a shared effort, a shared vision, and a shared success. • Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal. 7
a couple of processes in common: • A person influences others through social influence, not power, to get something accomplished (bosses use power to get things done). • Leadership requires others, who are not necessarily direct-reports, to get something accomplished. There is a need to accomplish something. 8
process by applying their leadership knowledge and skills. This is called Leadership Process. • However, we know that we have traits that can influence our actions. This is called Trait Leadership. • In that it was once common to believe that leaders were born rather than made. These two leadership types are shown in the chart below.
and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. 2. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: o Helping employees understand the company's overall business strategy. o Helping employees understand how they contribute to achieving key business objectives. o Sharing information with employees on both how the company is doing and how an employee's own division is doing. 12
honest understanding of who you are, what you know, and what you can do. • Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. • To be successful, leaders have to convince their followers, not themselves or their superiors, that they are worthy of being followed. 14
• For example, o A new hire requires more supervision than an experienced employee does. o A person who lacks motivation requires a different approach than one with a high degree of motivation. • Leaders must know their people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. • Leaders must come to know their employees' be, know, and do attributes. 15
of it is nonverbal. For instance, when you “set the example,” that communicates to your people that you would not ask them to perform anything that you would not be willing to do. • What and how you communicate either builds or harms the relationship between you and your followers. 16
do in one situation will not always work in another. • A leader must use his judgment to decide the best course of action and the leadership style needed for each situation. • For example, a leader may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. • The situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations. • This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership. Change Management 18
are: 1. Leader relationship with his seniors. 2. The skills of the followers. 3. The informal leaders within the organization. 4. How the organization is organized. 20
know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. • This can be accomplished through self-study, formal classes, reflection, and interacting with others. 23
your actions - Search for ways to guide your organization to new heights. • And when things go wrong, as they often tend to do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. 25
for your employees. • They must not only hear what they are expected to do, but also see. • “We must become the change we want to see.” - Mahatma Gandhi 27
and Do: 1. who they are [be] (such as beliefs and character) 2. what they know (such as job, tasks, and human nature) 3. what they do (such as implementing, motivating, and providing direction) 35
the organization, perform selfless service, take personal responsibility. • BE a professional who possess good character traits. Examples: honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. 36
follower, leader, communication, situation. • KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. • KNOW human nature. Examples: human needs, emotions, and how people respond to stress. • KNOW your job. Examples: be proficient and be able to train others in their tasks. • KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. 37
solving, decision making, planning. • DO implement. Examples: communicating, coordinating, supervising, evaluating. • DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel. 38
tarekeldeeb
signer
robintux
matleenalaakso
moriyuya
masakat0
molmolken
datascientistsociety
sara2023
amethyst1
dugsong
akademiya2063
charlesmeaden
colly
tmiket
rasmusluckow
geshan
tonyrice
inesmontani
aleyda
reverentgeek
jonoalderson
