Leadership skills презентация

self introduction
name : Gaofeng (chinese)
clark(English)
age: 38 years old
occupation：college instructor
education background: double master degree holder in internatioanl economic law and MTI

rules and suggestions
1.your attendece is very important whether you will pass or fail
2. this is a typical chinsese style class
3. team work will be considered as part of your grade
4. we will learn both from theory and case study
5. home work must be handed in on time.

the famous leaders in history
Julius Caesar (100 BC - 44 BC)

Genghis Khan (c. 1162 - 1227)

George Washington (1732 - 1799)

Napoleon Bonaparte (1769 - 1821)

Mahatma Gandhi (1869 - 1948)

Vladimir Lenin (1870 - 1924)

Mao Zedong (1893 - 1976)

What is Leadership?
Leadership is a complex phenomenon involving the leader, the followers, and the situation.

different perspectives that people study leadership due to its complesxity
The process by which an agent induces a subordinate to behave in a desired manner.
Directing and coordinating the work of group members.
An interpersonal relation in which others comply because they want to, not because they have to.

What is Leadership?
(continued)
The process of influencing an organized group toward accomplishing its goals.
Actions that focus resources to create desirable opportunities.
Creating conditions for a team to be effective.
The ability to get results and the ability to build teams; these represent the what and the how of leadership.
A complex form of social problem solving.

the definition of leadership
Leadership is the process of influencing an organized group toward achieving its goals.

Leadership science or art ?
what is science and art
Some managers may be effective leaders without ever having taken a course or training program in leadership.
Some scholars in the field of leadership may be relatively poor leaders themselves.
Leadership will always remain partly an art as well as a science.

Leadership is Both Rational
and Emotional
Leadership includes actions and influences based on reason and logic as well as those based on inspiration and passion.
Since people are both rational and emotional, leaders can use rational techniques and/or emotional appeals.

Leadership is Both Rational
and Emotional (continued)
Aroused feelings can be used either positively or negatively, constructively or destructively.
The mere presence of a group can cause people to act differently than when they are alone.
Leaders need to consider both the rational and the emotional consequences of their actions.

Leadership and Management
Managers:
administer
maintain
control
have a short-term view
ask how and when
imitate
accept the status quo.
Leaders:
innovate
develop
inspire
have a long-term view
ask what and why
originate
challenge the status quo

Leadership and Management Overlap

Leadership Myths
Myth: Good Leadership is All Common Sense
Most leadership literature only confirms common sense knowledge.
Common sense is ambiguous.
If leadership was simply common sense, then workplace problems would be few, if any.
Effective leadership must be something more than just common sense.

Leadership Myths
Myth: Leaders are Born, not Made
Many factors and formative experiences influence behavior and leadership.
Research shows cognitive abilities and personality traits are partially innate.
Different environments can nurture or suppress different leadership qualities.
Leaders are born and made.

Leadership Myths
Myth: The Only School You Learn Leadership from the School
Formal study and experiential learning compliment each other.
Students must learn to discern critical lessons about leadership from their own experience.
Being able to analyze experiences from multiple perspectives may be the greatest contribution a formal course in leadership can give you.

The Interactional Framework for
Analyzing Leadership

The Interactional Framework for
Analyzing Leadership
The interactional framework depicts leadership as a function of three elements:
The leader
The followers
The situation
A particular leadership situation scenario can be examined using each level of analysis separately.
Examining interactions in the area of overlaps can lead to better understanding.
Leadership is the result of complex interactions among the leader, the followers, and the situation.

The Leader
Individual aspects of the leadership equation:
Unique personal history
Interests
Character traits
Motivation
Effective leaders differ from their followers and from ineffective leaders on elements such as:
Personality traits, cognitive abilities
Skills, values
Another way personality can affect leadership is through temperament.

The Leader (continued)
How leadership status is reached is important.
Leaders appointed by superiors may have less credibility and may get less loyalty.
Leaders elected or emerging by consensus from ranks of followers are seen as more effective.
A leader’s experience or history in a particular organization is usually important to her or his effectiveness.
The extent of follower participation in a leader’s selection may affect the leader’s legitimacy.

The Followers
Both practitioners and scholars stress the relatedness of leadership and followership.
Aspects of followers that affect the leadership process:
Expectations
Personality traits
Maturity levels
Levels of competence
Motivation
Workers that share a leader’s goals and values are more motivated.
Other relevant variables include:
The number of followers reporting to a leader
Followers’ trust and confidence in the leader

The Followers (continued)
The leader-follower relationship has undergone dynamic change for many reasons:
Increased pressure to function with reduced resources
Trend toward greater power sharing and decentralized authority in organizations
Increase in complex problems and rapid changes.
Followers can become much more proactive in their stance toward organizational problems.
Followers can become better skilled at “influencing upward” by being flexible and open to opportunities.

The Situation
Leadership often makes sense only in the context of how the leader and followers interact in a given situation.
The situation may be the most ambiguous aspect of the leadership framework.

There is No Simple Recipe for
Effective Leadership
Leadership must always be assessed in the context of the leader, the followers, and the situation:
A leader may need to respond to various followers differently in the same situation.
A leader may need to respond to the same follower differently in different situations.
Followers may respond to various leaders quite differently.
Followers may respond to each other differently with different leaders.
Two leaders may have different perceptions of the same followers or situations.

There is No Simple Recipe for
Effective Leadership (continued)
The right behavior in one situation is not necessarily the right behavior in another situation.
Though unable to agree on the one best behavior in a given situation, agreement can exist on some clearly inappropriate behaviors.
Saying that the right behavior for a leader depends on the situation differs from saying it does not matter what the leader does.

Summary
Leadership is the process of influencing an organized group toward achieving its goals.
Considerable overlap exists between leadership and management.
The study of leadership must also include two other areas: the followers and the situation.
Good leadership makes a difference, and it can be enhanced through greater awareness of the important factors influencing the leadership process.

homework
it was six men of Indostan / To learning much inclined,
Who went to see the elephant / (Though all of them were blind),
That each by observation / Might satisfy his mind.
The First approached the Elephant / And happening to fall
Against his broad and sturdy side, / At once began to bawl;
“God bless me! But this elephant / Is nothing but a wall!”
The Second, feeling of the tusk, / Cried “Ho! What have we here
So very round and smooth and sharp! / To me ‘tis mighty clear
This wonder of an Elephant / Is very like a spear!”

it was six men of Indostan / To learning much inclined,
Who went to see the elephant / (Though all of them were blind),
That each by observation / Might satisfy his mind.
The First approached the Elephant / And happening to fall
Against his broad and sturdy side, / At once began to bawl;
“God bless me! But this elephant / Is nothing but a wall!”
The Second, feeling of the tusk, / Cried “Ho! What have we here
So very round and smooth and sharp! / To me ‘tis mighty clear
This wonder of an Elephant / Is very like a spear!”

The Third approached the animal, / And happening to take
The squirming trunk within his hands, / Thus boldly up and spake;
“I see,” quoth he, “the elephant / Is very like a snake!”
The Fourth reached out his eager hand, / And felt about the knee:
“What most this wondrous beast is like / Is mighty plain,” quoth he;
“’Tis clear enough the elephant / Is very like a tree.”
The Fifth, who chanced to touch the ear, / Said, “E’en the blindest man
Can tell what this resembles most; / Deny the fact who can,
This marvel of an elephant / Is very like a fan!”