Leadership
Chapter 1: Who Is a Leader and
What Skills Do Leaders Need?
Introduction
• Managers have subordinates and
authority.
• Employees do not.
2
Leadership and Leadership
Development (1 of 8)
Are Leaders Born or Made?
• 30% of leadership is heritable.
• 70% of leadership is developed.
3
Leadership and Leadership
Development (2 of 8)
Why Is Leadership Important?
• Leaders set tone and direction.
• Leadership is a competitive advantage.
.
4
Leadership and Leadership
Development (3 of 8)
Why Study Leadership?
• Translates to job success.
• Apply to your personal relationships.
.
5
Leadership and Leadership
Development (4 of 8)
The Need for Self-Awareness in Leadership
Development
• Career management is a core
competency.
• Know Thyself.
6
Leadership and Leadership
Development (5 of 8)
From the Management to the Leadership
Paradigm
• Leadership Paradigm Defined.
• Difference between leaders and managers.
• Both leaders and managers are necessary.
.
7
Leadership and Leadership
Development (6 of 8)
From the Management to the Leadership
Paradigm: From Autocratic to Participative
Management
• Negative impact of formal hierarchical
differentiation.
• Positive impact of collaborative decisionmaking.
.
8
Leadership and Leadership
Development (7 of 8)
From the Management to the Leadership
Paradigm: From the Shareholder to the
Stakeholder View
• Creates profits for shareholders.
• Creates win-win situations for all
stakeholders.
.
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Leadership and Leadership
Development (8 of 8)
From the Management to the Leadership
Paradigm: From the Self-Serving to the
Servant Leadership View
• Moves away from self-interest.
• Prioritizes helping others.
.
10
Defining Leadership with Five Key
Elements (1 of 6)
Lussier, Leadership 7e. © 2023 SAGE Publishing.
11
Defining Leadership with Five Key
Elements (2 of 6)
Leaders–Followers
• Followers demonstrate leadership when
needed.
• Leaders must listen and follow when
needed.
.
12
Defining Leadership with Five Key
Elements (3 of 6)
Influence
• Is the essence of leadership.
• Involves communicating and implementing
ideas.
• Includes power, politics, and negotiating.
13
Defining Leadership with Five Key
Elements (4 of 6)
Organizational Objectives
• Leaders set organizational tone and
direction.
• Basis of good performance.
14
Defining Leadership with Five Key
Elements (5 of 6)
Change
• Technological developments require
change.
• Globalization requires changes.
15
Defining Leadership with Five Key
Elements (6 of 6)
Trusting Relationships
• People are a firm’s most valuable asset.
• Trust empowers performance.
.
16
Leadership Skills (1 of 8)
The Skills Approach
• Basis of leadership success.
• Personal characteristics versus skills.
.
17
Leadership Skills (2 of 8)
Three Leadership Skills
• Technical skills (things).
• Interpersonal skills (people).
• Decision-making skills (conceptual ideas).
.
18
Leadership Skills (3 of 8)
Three Leadership Skills: Technical Skills
• Ability to use methods to perform tasks.
• Relatively easy to develop.
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Leadership Skills (4 of 8)
Three Leadership Skills: Interpersonal Skills
• Ability to work with people based on trust.
• Understand and influence.
.
20
Leadership Skills (5 of 8)
Three Leadership Skills: Decision-Making
Skills
• Conceptual Ability.
• Critical Thinking.
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Leadership Skills (6 of 8)
Skills Needed Based on Management Level
• Top-level: interpersonal and decisionmaking.
• Mid-level: all three.
• First-level: technical and interpersonal.
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22
Leadership Skills (7 of 8)
Interpersonal Skills
• Basis of leadership.
• Highly valued within organization.
• Longer-lasting than technical skills.
.
23
Leadership Skills (8 of 8)
Your Leadership Point of View
• Leadership starts within you.
• Develop clear leadership point-of-view.
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Leadership Managerial Roles
(1 of 4)
• Exhibit 1.3 Managerial Roles and Categories
Interpersonal Roles
Informational Roles
Decisional Roles
Leader
Monitor
Entrepreneur
Figurehead
Disseminator
Disturbance handler
Liaison
Spokesperson
Resource-allocator
Negotiator
.
25
Leadership Managerial Roles (2 of
4)
Interpersonal Roles
• Leader role: management functions
• Figurehead role: ceremonial activities
• Liaison role: outside interactions.
.
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Leadership Managerial Roles (3 of
4)
Informational Roles
• Monitors gather information.
• Disseminators share information.
• Spokespeople share information outside
their organizational unit.
Lussier, Leadership 7e. © 2023 SAGE Publishing.
27
Leadership Managerial Roles (4 of
4)
Decisional Roles
• Entrepreneurs develop new ideas.
• Disturbance-handlers take corrective
action during crises.
• Resource-allocators assign tasks and
resources.
• Negotiators manage transactions.
.
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Levels of Analysis of Leadership
(1 of 2)
Three Levels of Analysis
• Individual: single persons.
• Group: multi-person relationships.
• Organizational: organizational
performance.
.
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Levels of Analysis of Leadership
(2 of 2)
Interrelationships Among the Levels of
Analysis
• Collaboration creates interrelation.
• Each level of analysis affects the other
two.
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Leadership Theory Paradigms
(1 of 5)
• Definition of a leadership theory.
• Help us improve leadership.
• Four major theory classifications.
.
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Leadership Theory Paradigms
(2 of 5)
The Trait Theory Paradigm
• Leaders are born, not made.
• Certain characteristics yield effective
leadership.
• Traits used as criteria for promotion.
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Leadership Theory Paradigms
(3 of 5)
The Behavioral Leadership Theory
Paradigm
• Behaviors distinguish effective leaders.
• Attempts to explain leadership styles.
33
Leadership Theory Paradigms
(4 of 5)
The Contingency Leadership Theory
Paradigm
• Focuses on situational variables.
34
Leadership Theory Paradigms
(5 of 5)
The Integrative Leadership Theory Paradigm
• Combines trait, behavioral, and
contingency theories.
35