Leading People

CHAPTER 1
WHAT DOES IT MEAN TO BE A LEADER?
 Your Theory of Leadership

• Why are you interested in leadership?

• What is the purpose of a leader?
• What is the purpose of a follower?
• What is the most important thing that
you know about being a good leader?
• Is there a “crisis” in leadership today?
• If so, what is the nature of the crisis?

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 Leadership - Definition
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• Leadership is a process whereby an individual

influences a group of individuals to achieve a
common goal
• Leadership is a function of knowing yourself,
having a vision that is well communicated,
building trust among colleagues, and taking
effective action to realize your own leadership
potential.
• Leadership is influence - nothing more, nothing
less.
 Purpose: the missing factor
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• Vision – where we are going

• Mission – who, when, how we will get there
• Value – rules of engagement and norms of
behavior
• Purpose – why we do what we do
 The New Reality for Leadership
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OLD Paradigm NEW Paradigm

 Stability  Change/crisis mgt.
 Control  Empowerment
 Competition  Collaboration
 Uniformity  Diversity
 exclusive  inclusive
 Self-centered  Higher purpose
 Hero  Humble
 Inside-Out
Me-First
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Everyone can be a leader

“Effective leadership
starts on the inside and moves out.”
- Blanchard & Tracy

Leadership begins with you

 Management and Vision
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Management is the attainment of

organizational goals in an effective and
efficient manner through planning,
organizing, staffing, directing, and
controlling organizational resources.

Vision is a picture of an ambitious,

desirable future for the organization or
team
To manage means “to bring about, to
accomplish, to have charge of or
responsibility for, to conduct.”
Leading is “influencing, guiding in direction,
course, action, opinion.” The distinction is
crucial. Managers are people who do
things right and leaders are people who
do the right thing. The difference may be
summarized as activities of vision and
judgment – effectiveness versus activities of
mastering routines – efficiency.
(Bennis & Nanus, 1997)

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 Comparing Management and Leadership

Management Leadership

Direction Planning and budgeting Creating vision and strategy

Keeping eye on bottom line Keeping eye on horizon

Alignment Organizing and staffing Creating shared culture and values

Directing and controlling Helping others grow
Creating boundaries Reducing boundaries

Relationships Focusing on objects – Focusing on people – inspiring and

producing/selling goods and motivating followers
services Based on personal power
Based on position power Acting as coach, facilitator,
Acting as boss servant

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 Comparing Management and Leadership

Management Leadership

Personal Emotional distance Emotional connections (Heart)

Qualities Expert mind Open mind (Mindfulness)
Talking Listening (Communication)
Conformity Nonconformity (Courage)
Insight into organization Insight into self (Character)

Outcomes Maintains stability; creates Creates change and a culture of

culture of efficiency integrity

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 Leadership vs Management
Leadership & management are distinct,
yet complementary systems of action

Effective leadership Effective

produces useful management
change controls complexity

Effective leadership + good management =

healthy organizations
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 What Is Leadership?
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Leadership
The ability to influence a
group toward the
achievement of goals.
Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members.
 Developing Personal Leadership Qualities
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 Good leadership springs from a genuine passion

for the work and a genuine concern for other
people.
 Leadership requires the courage to admit mistakes
and doubts, to take risks, to listen, to trust and
learn from others.
 Leaders are willing to be nonconformists,
to disagree and say no when it serves the
larger good, and to accept nonconformity
from others (inclusive) rather that try to
squeeze everyone into the same mind-set
(exclusive).
 Theories of Leadership
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 Great Man Theories

 Trait Theories
 Behavior Theories
 Contingency Theories
 Influence Theories
 Charismatic leadership

 Relational Theories
 Transformational leadership

 Servant leadership
 Top Seven Reasons for Executive Derailment
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1. Acting with an insensitive, abrasive, threatening,

bullying style
2. Being cold, aloof, arrogant
3. Betraying personal trust
4. Being overly ambitious, self-centered, thinking of next
job, playing politics
5. Having specific performance problems with the business
6. Over-managing, being unable to delegate or build a team
7. Being unable to select good subordinates
 Action Memo
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 Cultivate your people skills to avoid derailment.

Treat others with kindness and respect.
 Show genuine interest and concern to build
followers confidence.
 Do not betray people’s trust.
 To avoid over-managing, select good followers,
delegate, and build a team.
 Unity, Faith, Discipline
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• My guiding principle will be justice

and complete impartiality, and I am
sure that with your support and co-
operation, I can look forward to
Pakistan becoming one of the greatest
nations of the world.
• There is no power on earth that can
undo Pakistan.
• Leaders usually lead as they
are led.
• You will probably lead the way
that you follow.

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Three Circles

change the world

influence
others

control
self
 Effective Followers
• Effective followers are active, responsible, autonomous in
their behavior, and critical in thinking without being
disrespectful (?) or insubordinate (?).
• Effective followers share four essential qualities:
– Self-management and self-responsibility. Do not
require close supervision.
– Other-centered, committed to the organization and its
purpose. Not self-centered or self-aggrandizing.
– Invest in competence and professionalism (they
assume the responsibility to develop themselves)
– Courageous, honest, credible
• As a follower, you are responsible for your behavior, not
the reaction of your leaders and peers. Do the right thing.

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Four Factors of Laedership
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