MODULE 1: INTRODUCTION TO LEADERSHIP Flashcards
Is a person who influence a group of people and make commitment to develop the ability
to encourage, lead and inspire them.
Leader
Is the exercise of authority, whether formal or informal, in directing and coordinating the
work of others.
Leadership
Is a person responsible for controlling or administering all or part of a company or similar
organization.
Manager
It is the activity of leading a group of people or an organization or the ability to establish
a clear vision
Leadership
Is the ability to obtain followers
Leadership
________ will have a vision of what can be achieved and then communicate this to
others and evolve strategies for realizing the vision. They motivate people and are
able to negotiate for resources and other support to achieve their goals.
Leaders
_________ ensure that the available resources are well organized and applied to produce the
best results.
In the resource constrained and difficult environments of many low –
to middle-income countries a manager must also be a leader to achieve optimum results
Managers
Prefers to control
Manager
Knows how to delegate
Leader
What are the Seven Seismic Shifts?
Specialist to generalist
Analyst to integrator
Tactician to strategist
Bricklayer to architect
Problem solver to agenda setter
Warrior to diplomat
Supporting cast member to lead role
Understand how to analyze and design organizational systems, so that strategy, structure, operating models, and skills bases fit together effectively and harness this understanding to make needed organizational changes.
Bricklayer to Architect
Exhibit the right behaviors as a role model for the organization and learn to communicate with and inspire large groups of people both directly and, increasingly, indirectly.
Supporting cast member to Lead role
Shift fluidly between the details and the larger picture, perceive important patterns in complex environments, and anticipate and influence the reactions of key external players
Tactician to Strategist
Understand the mental models, tools, and terms used in key business functions and develop templates for evaluating the leaders of those functions.
Specialist to Generalist
Integrate the collective knowledge of crossfunctional teams and make appropriate trade-offs to solve complex organizational problems.
Analyst to Integrator
Define the problems the organization should focus on, and spot issues that don’t fall neatly into any one function but are still important.
Problem Solver to Agenda Setter
Proactively shape the environment in which the business operates by influencing key external constituencies, including NGOs, the media, and investors.
Warrior to Diplomat
The leader’s role is to be the strategist-in-chief by using these three key skills
Level shifting, pattern recognition, mental stimulation
In contrast with trait theory attempts to describe leadership in terms of what
leaders do, while trait theory seeks to explain leadership on the basis of what leaders are.
Behavioral Theory
A leader’s effectiveness is contingent on the leader’s style matching the situation, not
adapting to it. A leader will be most effective when his features and styles of leadership will
match with the situation and environment around him.
Contingency Theory or Communication Theory
Primarily based on processes and control, and requires a strict
management structure.
Transactional Leadership Theory
Focuses on inspiring others to follow, and it requires a high degree
of coordination, communication and cooperation.
Transformational Leadership Theory
Psychologist Ronald E. Riggio identifies four elements of transformational leader:
Idealized influence
Inspirational motivation
Individualized consideration
Intellectual stimulation
The team’s input is considered during the decision-making process,
but the decision is ultimately made by the leader.
Participative Leadership Theory
Is centered on the
relationships and interactions between leaders and followers.
The Leader-Member Exchange Theory (LMX)
Sought personality, social, physical or intellectual traits that
differentiate leaders from non leaders* Trait view has little analytical or predictive value*
Technical, conceptual and human skills
Trait Theory
The ________was originated from studying the behaviors of military figures and
people in authority in the 1800s.
Great Man Theory
Functions of Leadership
Setting Goals
Organizing
Initiating Action
Co-Ordination
Direction and Motivation
Link Between Management and Workers
It is the primary function of a leader to guide and direct his group and motivate people to do their
best in the achievement of desired goals, he should build up confidence and zeal in the work
group.
Direction and Motivation
The next function of a leader is to take the initiative in all matters of interest to the group. He
should not depend upon others for decision and judgment.
Initiating Action
A leader has to reconcile the interests of the individual members of the group with that of the
organization.
Co-Ordination
A leader works as a necessary link between the management and the workers. He interprets the
policies and programs of the management to his subordinates and represents the subordinates’
interests before the management.
Link Between Management and Workers
A leader is expected to perform creative function of laying out goals and policies to persuade the
subordinates to work with zeal and confidence.
Setting Goals
The second function of a leader is to create and shape the organization on scientific lines by
assigning roles appropriate to individual abilities with the view to make its various components to operate sensitively towards the achievement of enterprise goals
Organizing
