Leadership Myths PDF

LEADERSHIP MYTHS  GOOD LEADERSHIP IS ALL COMMON SENSE AT FACE VALUE, THIS MYTH SAYS ONE NEEDS ONLY COMMON SENSE TO BE A GOOD LEADER.  GOOD LEADERSHIP IS ALL COMMON SENSE WHILE COMMON SENSE IS A HELPFUL STARTING POINT, SUCCESSFUL LEADERSHIP REQUIRES A...

LEADERSHIP MYTHS  GOOD LEADERSHIP IS ALL COMMON SENSE AT FACE VALUE, THIS MYTH SAYS ONE NEEDS ONLY COMMON SENSE TO BE A GOOD LEADER.  GOOD LEADERSHIP IS ALL COMMON SENSE WHILE COMMON SENSE IS A HELPFUL STARTING POINT, SUCCESSFUL LEADERSHIP REQUIRES A COMBINATION OF: INTUITION AND INSTINCT: BASED ON EXPERIENCE AND KNOWLEDGE EMOTIONAL INTELLIGENCE: UNDERSTANDING AND MANAGING EMOTIONS COGNITIVE ABILITIES: STRATEGIC THINKING, PROBLEM-SOLVING AND DECISION MAKING INTERPERSONAL SKILLS: BUILDING RELATIONSHIPS, COMMUNICATING EFFECTIVELY AND MOTIVATING OTHERS.  LEADERS ARE BORN, NOT MADE LEADERSHIPIS A COMPLEX TRAIT. IT'S INFLUENCED BY BOTH INNATE FACTORS (NATURE) AND LIFE EXPERIENCES (NURTURE). BOTH INNATE ABILITIES AND ENVIRONMENTAL FACTORS PLAY A ROLE IN LEADERSHIP DEVELOPMENT. RATHER THAN CATEGORIZING PEOPLE AS LEADERS OR NON- LEADERS, IT'S MORE BENEFICIAL TO FOCUS ON DEVELOPING LEADERSHIP POTENTIAL IN EVERYONE.  LEADERS ARE BORN, NOT MADE CERTAINCOGNITIVE ABILITIES AND PERSONALITY TRAITS CAN PROVIDE ADVANTAGES OR DISADVANTAGES. WHILESOME TRAITS MAY BE STABLE OVER TIME, DIFFERENT ENVIRONMENTS CAN FOSTER OR HINDER LEADERSHIP QUALITIES. PHYSICAL CHARACTERISTICS, LIKE HEIGHT, CAN INFLUENCE HOW OTHERS PERCEIVE SOMEONE AS A LEADER.  THE ONLY SCHOOL YOU LEARN LEADERSHIP IS FROM THE SCHOOL OF HARD KNOCKS FORMAL STUDY AND EXPERIENCE COMPLEMENT EACH OTHER. FOCUS ON LEARNING FROM EXPERIENCE. THE KEY IS TO UNDERSTAND HOW FORMAL STUDY CAN ENHANCE LEARNING FROM REAL-WORLD EXPERIENCES. FORMAL STUDY PROVIDES MULTIPLE PERSPECTIVES. IT OFFERS VARIOUS WAYS TO ANALYZE LEADERSHIP SITUATIONS. INTERACTIONAL FRAMEWORK FOR ANALYZING LEADERSHIP  THREE KEY COMPONENTS: THE LEADER, FOLLOWERS, AND THE SITUATION ARE THE CORE ELEMENTS OF LEADERSHIP. ANALYZING EACH COMPONENT INDIVIDUALLY PROVIDES VALUABLE INSIGHTS. LEADERSHIP IS A RESULT OF INTRICATE INTERACTIONS BETWEEN THE THREE COMPONENTS.  EDWIN FRED FIEDLER HOLLANDER INTERACTIONAL FRAMEWORK FOR ANALYZING LEADERSHIP THE LEADER LEADERS POSSESS UNIQUE PERSONAL HISTORIES, INTERESTS, CHARACTER TRAITS, AND MOTIVATIONS. EFFECTIVE LEADERS DIFFER FROM INEFFECTIVE LEADERS IN PERSONALITY, COGNITIVE ABILITIES, SKILLS, AND VALUES. LEADER TEMPERAMENT (CALM VS. EMOTIONAL) IMPACTS INFORMATION FLOW AND FOLLOWER LOYALTY. THE LEADER LEADERS WITH EXPERIENCE WITHIN AN ORGANIZATION OFTEN HAVE ADVANTAGES LIKE FAMILIARITY WITH CULTURE AND POLICIES. FOLLOWER PARTICIPATION IN LEADER SELECTION CAN INCREASE PSYCHOLOGICAL IDENTIFICATION BUT ALSO RAISE EXPECTATIONS. A LEADER'S RELATIONSHIP WITH THEIR SUPERIOR AFFECTS FOLLOWER BEHAVIOR, SUCH AS WILLINGNESS TO ESCALATE COMPLAINTS. THE FOLLOWERS FOLLOWERS ARE A CRITICAL PART OF THE LEADERSHIP EQUATION, BUT THEIR ROLE HAS NOT ALWAYS BEEN APPRECIATED FOLLOWERS ARE CRUCIAL TO LEADERSHIP: THEY PLAY AN ACTIVE AND IMPORTANT ROLE IN THE LEADERSHIP PROCESS. THE FOLLOWERS LEADERSHIP IS A SHARED PROCESS: IT INVOLVES BOTH LEADERS AND FOLLOWERS. FOLLOWER CHARACTERISTICS MATTER: FOLLOWER EXPECTATIONS, PERSONALITY, MATURITY, COMPETENCE, AND MOTIVATION INFLUENCE LEADERSHIP OUTCOMES. FOLLOWER MOTIVATION IMPACTS PERFORMANCE: INTRINSIC MOTIVATION AND ALIGNMENT WITH LEADER GOALS CAN ENHANCE FOLLOWER PERFORMANCE.  FOLLOWERSHIP STYLES THE VERY WORD FOLLOWER HAS A NEGATIVE CONNOTATION TO MANY, EVOKING IDEAS OF PEOPLE WHO BEHAVE LIKE SHEEP AND NEED TO BE TOLD WHAT TO DO. ROBERT KELLEY, HOWEVER, BELIEVES THAT FOLLOWERS, RATHER THAN REPRESENTING THE ANTITHESIS OF LEADERSHIP, ARE BEST VIEWED AS COLLABORATORS WITH LEADERS IN THE WORK OF ORGANIZATIONS ROBERT KELLEY  FOLLOWERSHIP STYLES KELLEY BELIEVES THAT DIFFERENT TYPES OF FOLLOWERS CAN BE DESCRIBED IN: INDEPENDENT AND CRITICAL THINKING DEPENDENT AND UNCRITICAL THINKING ROBERT KELLEY  FOLLOWERSHIP STYLES ALIENATED – HABITUALLY POINT OUT ALL THE NEGATIVE ASPECTS OF THE ORG TO OTHERS. OFTEN SEEN BY LEADERS AS CYNICAL, NEGATIVE AND ADVERSARIAL. CONFORMIST – “YES PEOPLE” OF THE ORG. CAN BE DANGEROUS. OFTEN RESULT OF DEMANDING AND AUTHORITARIAN STYLE. ROBERT KELLEY  FOLLOWERSHIP STYLES PRAGMATIST – RARELY COMMITTED TO THEIR GROUP’S WORK GOALS BUT LEARNED NOT TO MAKE WAVES. DO NOT LIKE TO STICK OUT AND MEDIOCRE PERFORMERS WHO CAN BLOCK ARTERIES OF THE ORG. PASSIVE – DISPLAY NON OF THE CHARACTERISTICS OF THE EXEMPLARY FOLLOWER. RELY ON LEADER TO DO ALL THE THINKING AND LACKS ENTHUSIASM AND SENSE OF RESPONSIBILITY. ROBERT KELLEY  FOLLOWERSHIP STYLES EXEMPLARY – PRESENT A CONSISTENT PICTURE TO BOTH LEADERS AND COWORKERS OF BEING INDEPENDENT, INNOVATIVE AND WILLING TO STAND UP TO SUPERIORS. APPLY THEIR TALENT FOR THE BENEFIT OF THE ORG. ROBERT KELLEY THE SITUATION THE SITUATION IN WHICH LEADERSHIP OCCURS IS A CRUCIAL FACTOR IN DETERMINING THE EFFECTIVENESS OF A LEADER. IT ENCOMPASSES A WIDE RANGE OF FACTORS THAT CAN INFLUENCE THE LEADER’S CHALLENGES, OPPORTUNITIES, AND THE APPROPRIATE LEADERSHIP STYLE. FACTORS INFLUENCING THE SITUATION Organizational Values and Beliefs Power Dynamics Culture Communication Styles Task Nature of the Task Complexity Uncertainty Economic Conditions External Factors Industry Trends Comepetitive Pressure Regulatory Environment THANK YOU