CHAPTER 1

THE IMPORTANCE
OF
LEADERSHIP:
SETTING THE STAGE
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 LEARNING OBJECTIVES

• Define leadership and discuss its importance

• Know where leaders learn to lead and what people want in a
leader
• Identify the satisfactions and frustrations of leadership
• Describe the elements of caring leadership
• Understand the difference between leadership and management
 LEARNING OBJECTIVES

• Define leadership and discuss its importance

• Know where leaders learn to lead and what people want in a
leader
• Identify the satisfactions and frustrations of leadership
• Describe the elements of caring leadership
• Understand the difference between leadership and management
 SETTING THE STAGE

Excellence in leadership requires the ability to:

• Attract capable people
• Motivate people to put forth their best efforts
• Solve problems that arise
 LEADERSHIP

• Social influence
• Initiating and guiding to bring about change
• Produces a new character or direction
• Influences the behavior of others
 • Leadership is important in government and other
areas of life
• Social conscience and conduct were
influenced by Martin Luther King and Susan B.
IMPORTANCE Anthony
OF • The fates of nations have been determined by
LEADERSHIP Alexander the Great and Joan of Arc
• Civilization was shaped by philosophers such as
John Stuart Mill and Adam Smith
 •Teachers: Rule breakers and value creators
• Examples include Aristotle, Marx, Buddha, and
Gandhi
•Heroes: Responsible for great causes and noble
works
TYPES OF
LEADERS • Examples include Galileo, Shakespeare,
Einstein, and Newton

•Rulers: Motivated by dominating others and

exercising power
• Examples include Elizabeth the First, Julius
Caesar, Washington
 QUALITIES OF THE INDIVIDUAL, 1

Traits that correlate positively with leadership

• Strong drive for responsibility and task completion
• Vigor and persistence
• Venturesome and originality in problem-solving
• Initiative in social situations
• Self-confidence and sense of personal identity
• Willingness to accept consequences of decisions and actions
• Readiness to absorb interpersonal stress
• Willingness to tolerate frustration and delay
• Ability to influence other persons’ behavior
• Capacity to structure social interaction systems to the purpose at hand
 QUALITIES OF THE INDIVIDUAL, 2

Leadership traits differentiate:

• Leaders from followers
• Effective from ineffective leaders
• Higher echelon from lower echelon leaders

Characteristics considered individually hold little diagnostic or

predictive significance
• In combination, these characteristics interact to generate personality
dynamics advantageous to the person seeking the responsibilities of
leadership
 ENVIRONMENTAL FACTORS, 1

Leadership is viewed as:

• Acquired competency, the product of many forces
• Social phenomenon, not an individual trait
• This explains why leaders who are successful in one situation fail in another

Patterns of behavior deemed acceptable in leaders differ from time

to time and culture to culture
• Thus, the establishment of educational institutions and curricula to impart
and reinforce the knowledge, skills, and attitudes deemed important by a
society or group
 ENVIRONMENTAL FACTORS, 2

Throughout history, male leaders have outnumbered female

leaders
• This fact supports the theory that leadership is a social phenomenon
• Even the definition of the word leader is a social phenomenon
• Example: Edith Wilson governed the United States while her husband
was incapacitated, but history credits President Woodrow Wilson as
leader during that times
• Public recognition of Mrs. Wilson’s influence would not have been in line
with the norms of the times
 INTERACTION OF INDIVIDUAL AND
ENVIRONMENT, 1
Leadership results from the interaction of a person with the
environment
• Findings from sociobiological studies support this view
• Size and sexual maturation accelerate dramatically in young male fish when
the adult male population of the group dwindles

Leaders may emerge spontaneously in social crises after filling

anonymous roles for years
• Poland’s Lech Walesa went from shipyard worker to national labor leader
during the 1980s

Innate abilities often unfold under certain conditions

• External circumstances and internal qualities interact to create a sudden,
dramatic spurt of performance
 STUDY ON LEADERSHIP

The United States Chamber of Commerce sought to

answer the following questions:

• Where do leaders learn to lead?

• What do people want in a leader?
WHERE DO LEADERS LEARN TO LEAD?

Experience

Examples or models

Books and school

 WHAT DO PEOPLE WANT IN A LEADER?

Integrity
• Leader with integrity tells the truth as he or she believes it to be

Job knowledge
• Abstract visioning: Knowing what direction to take
• Practical ability: Knowing how to solve problems

People-building skills
• Ability to assemble and develop a winning team
• Include important skills such as performance planning, performance
coaching, and correcting poor performance; effective delegation;
effective discipline; and the ability to motivate
ANDREW DUBRIN’S SEVEN SATISFACTIONS OF LEADERS

• Feeling of power and prestige

• Chance to help others
• High income
• Respect and status
• Opportunities for advancement
• Feeling of being in a position of knowledge
• Opportunity to control money and other resources
ANDREW DUBRIN’S SEVEN FRUSTRATIONS OF LEADERS

• Too much uncompensated work time

• Too many problems
• Not enough authority to carry out responsibility
• Loneliness
• Too many problems involving people
• Organizational politics
• Pursuit of conflicting goals
 CARING LEADERSHIP, 1

Only when the leader cares will:

• Others care
• There be focus and energy for the work to be done
• Direction and momentum develop and great achievements be
made

Other Important Considerations/Aspects

• Commitment to a task
• Concern for people
 CARING LEADERSHIP, 2

Theodore Roosevelt advocates a life of engagement and

meaning
• Personal commitment is required to accomplish a goal
• Goals may be a one-time endeavor or a life’s work
• Goal may or may not be tangible
• Leader’s commitment becomes contagious, igniting the emotions of all
present
 CARING LEADERSHIP, 3
Caring leader
• Unselfish, ready and eager to hear the other person’s story
• Dedicates himself or herself in service to others
• Concern for others results in loyalty and dedication to the leader’s goals

Commitment to a goal and concern for others must be present for

caring leadership to occur
• Without commitment, there is no passion
• Without concern, there is no loyalty
 LEADERSHIP IN THE WORK SETTING

Management author John Kotter says that too many organizations

are overmanaged and under-led
• Too much emphasis placed on control, and not enough on motivation
and creativity, can reduce vitality and lead to failure
• Leaders need to be developed at all levels of responsibility

Although they involve different functions, the terms management and

leadership are often used interchangeably
 MANAGEMENT

Denotes formal authority and accountability is delegated

Intends to provide order and consistency, a bottom-line focus

Involves four functions first identified by Henri Fayol

• Planning
• Organizing
• Directing
• Controlling
 LEADERSHIP IN THE WORK SETTING, 2

Ability to influence the activity or behavior of people

Intends to produce change and movement, a top-line focus

Describes what takes place during the first three management

functions
• Planning: Establishing a direction
• Organizing: Aligning people and resources
• Directing: Energizing people to accomplish results
LEADERSHIP IN THE WORK SETTING, 3

Leadership qualities to be successful:

• Insight
• Decisiveness
• Courage
• Strength
• Resolve
• Diplomacy
 KEY AREAS OF LEADERSHIP

• Leadership equation
• Power of vision
• Importance of ethics
• Empowerment of people
• Leadership principles
• Understanding people
• Multiplying effectiveness
• Developing others
• Performance management