Leadership concepts, History of Leadership theories

1. LEAD… or leave. A Leadership Module delivered by Aliza Racelis

4. Drucker: "Leadership is something scientific but has artistic expression"

5. What makes for a good leader? Is it…

6. Compassion?

7. Persistence?

8. Charisma?

9. Service to others?

10. Ambition?

11. Energetic? Herb Kelleher - Southwest Airlines

12. Vision? (Sam Walton - WalMart) Making a case, in 1986, in Little Rock, Ark., that buying American products could be the answer to the country's trade deficit

13. Revolutionary Spirit?

15. Ability to produce change/Crusader?

16. Passion for Change?

17. (When babies are born, we now say: “Congratulations, it's a Leader!”)

31. Sources of Power Reward Power Legitimate Power Coercive Power Expert Power Referent Power Enable managers to be leaders & influence subordinates to achieve goals

32. Consideration vs. Initiating Structure Consideration Initiating Structure Is friendly, approachable Do little things to make it fun to be a member of group Give advance notice of changes Willing to make changes Treats group members as equals Tries out ideas in the group Lets group members know what is expected Assigns workers to tasks Schedules work to be done Maintains standards of performance Rate manager from 1 (never does) to 5 (always does) Employee-oriented Job-oriented

33. Levels of Leadership:

36. “ Leadership is governed by natural principles” (shortcuts/quick fixes don’t work)

37. Leadership requires character & skill dev't (Gandhi '...') = Servant leadership Servant leadership implies that leaders primarily lead by serving others –employees, customers, and community. Characteristics of a servant leader include: listening , empathy , healing , awareness , persuasion , conceptualization , foresight , stewardship , commitment to others , growth , and community building .

42. Climbing the ladder fast  “ Is the ladder against the right wall?” In the systems  On the systems Practices  Principles Methods  Purposes Bottom line  Top line Speed  Direction Doing things right  Doing the right things Measurement  Discernment Utility  Principle-centered power Transaction  Transformation Techniques  Principles Expense  Investment Program  Programmer Efficiency  Effectiveness Control  Release, empowerment Structure  Spontaneity, serendipity Things  People MANAGEMENT  LEADERSHIP

43. Strategic Leadership : Drucker (1999); Jacobs & Jaques (1990); Jaques & Clement (1991); Kotter (1998, 1999); Buckingham & Coffman (1999); Buckingham & Clifton (2001) Leadership represents integration between external and internal partnerships. Drucker highlights three components of that integration: financial , performance and personal . He believes leaders are responsible for performance of their organizations and for the community as a whole. Leaders fill roles and possess special characteristics.

44. Strategic Leadership (cont’d) : According to Kotter, leaders communicate vision and direction, align people, motivate, inspire, and energize followers. In addition, leaders are change agents and empowerers of their people. Leadership is the process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose. Further, effective managerial leadership spawns effective managerial work. These authors favor requisite leadership that is dependent upon time and place, and the individual and situations.

46. THE LEADERSHIP REPERTOIRE: (Leadership Styles in a Nutshell)

47. So: which one IS it really???