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Causing Others To Want Your Leadership Introduction/Chapter 1

Causing Others To Want Your Leadership Introduction/Chapter 1. Ms. Franco Mr. Arrellano Mr. Park. Leaders?. Introduction. Leadership and Management are NOT the same. Manage: To handle, to have under control, to conduct, to carry on, to guide.

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Causing Others To Want Your Leadership Introduction/Chapter 1

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  1. Causing Others To Want Your LeadershipIntroduction/Chapter 1 Ms. Franco Mr. Arrellano Mr. Park

  2. Leaders?

  3. Introduction Leadership and Management are NOT the same. Manage: To handle, to have under control, to conduct, to carry on, to guide. Manager: One who manages, guides or directs. Leader of the school. Management: The act, manner, or practice of managing, handling, directing, or controlling something. Person with executive ability.

  4. Introduction • Lead: To go before and guide or conduct by showing the way. To entice, allure, induce, and influence. • Leader: The one who leads or conducts. A guide or point of reference for those being led. • Leadership: The position, office, term, or function of a leader. The capacity to be a leader, the ability to lead, the act or instance of leading. The people side of our jobs.

  5. Introduction • LEADERSHIP “Causing others to want what you are doing to accomplish the work of the school.”

  6. Describe the best leader you have ever experienced. What did this person do to make them an exceptional leader? Activity 1

  7. What is Leadership?Are you a leader? • The key word in the definition of leadership is want. • The word want automatically excludes such leadership practices as being dictatorial, self-centered, belligerent, or protective of the status quo. • People do not and will not ever come to a point of wanting what you are doing as a leader when these leadership characteristics are present.

  8. Two common approaches to Leadership • Strategy 1: Is to make it very pleasant for people to do the things you want them to do or move in the direction you want them to go, individually or collectively. • There are many leaders who have had so many bad experiences in their efforts to “Make it pleasant for people to do what you want them to do” that they have come to believe “you cant be nice to people.” • They believe a leader must carry a big stick and use-or threaten to use- it often to motivate people. • Strategy 2: You can make it unpleasant for people not to do the things you want them to do or move in the direction you want them to go, individually or collectively.

  9. Communication is a Leadership Absolute • A key to causing others to want what you are doing is communication. • If you cant communicate with people, you cant lead; much less cause others to want what you are doing. That’s an absolute and unchangeable fact.

  10. It is the responsibility of the leader to “cause others to want what he or she is doing” to accomplish the work of the schools. • Leader must accept the so called understanding problem – when leaders do not accept the responsibility for communication, then a lack of understanding will become a permanent condition rather than a temporary situation. • Trial and error leadership techniques cause additional problems and always result in further misunderstanding. A Leadership responsibility

  11. The probability is that you have been identified as a leader because you were identified as a good “doer.” • But just because you are a good doer does not necessarily mean you will be a successful leader. • Having been a good doer can result in your becoming what we call a mechanical manager. • I.e. Many leaders work very hard in their jobs in the same ways as they did as doers-and not doing the jobs they need to do as leaders. Are you a Leader?

  12. Activity 2 • “Leadership is a function not a position.” • Write your reaction to this statement.

  13. What are situations? • Situations: Occurrences which cause us to be faced with actions and decisions to return our life and the lives of those we lead to the status which existed prior to the negative occurrence. • Situations are opportunities for either leadership failure or success.

  14. Three personal and professional reactions • 1. We have a tendency to react defensively. Common human response. We can neither avoid a problem situation nor react to it personally or defensively. We must react professionally. • 2. Most people have a tendency not to face the reality that most adverse situations are, at least partially, created by them. If leader does not take responsibility, problems do not get solved. They get blamed on someone. • 3. Many leaders fail to know, understand, and appreciate the common behavior and motivations of themselves and those they lead. If one can’t understand the various motivations of people, one can’t lead people.

  15. Activity 3

  16. Customer Service • What are the needs of our customers?

  17. If one cannot find happiness, fulfillment, and a sense of recognition from others for his or her leadership efforts, then leading is not worth the price one must pay personally and professionally for it.

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