Chapter 4 - The leaders. When you finish this chapter, you should: Identify major personality dimensions and understand how personality influences leadership and relationships within organizations; clarify your instrumental and end values, and recognize how values guide thoughts and behavior; define attitudes and explain their relationship to leader behavior;. | Chapter 4 The Leaders leadership After reading this chapter, you should be able to: Explore important themes regarding leadership, including the constant challenges of being a leader and the ongoing process of interaction between leader and follower Understand the importance of evolutionary forces and childhood influences on leading and following Discuss important aspects of becoming a leader, including patterns in the careers and mentors of young leaders Chapter 4 Objectives Examine the competencies needed by leaders, with particular emphasis on interpersonal and communication abilities Explore the relationship between leaders and organizational effectiveness Compare successful leaders from those leaders who derail from the fast track Analyze power and persuasion and their relation to leading Chapter 4 Objectives (con’t) Becoming a Leader Adaptation: a process of revision and adjustment to the environment Adaptive work: a process that illuminates the gap within the group between . | Chapter 4 The Leaders leadership After reading this chapter, you should be able to: Explore important themes regarding leadership, including the constant challenges of being a leader and the ongoing process of interaction between leader and follower Understand the importance of evolutionary forces and childhood influences on leading and following Discuss important aspects of becoming a leader, including patterns in the careers and mentors of young leaders Chapter 4 Objectives Examine the competencies needed by leaders, with particular emphasis on interpersonal and communication abilities Explore the relationship between leaders and organizational effectiveness Compare successful leaders from those leaders who derail from the fast track Analyze power and persuasion and their relation to leading Chapter 4 Objectives (con’t) Becoming a Leader Adaptation: a process of revision and adjustment to the environment Adaptive work: a process that illuminates the gap within the group between expectations and hopes, and the realities the group faces Vision, or sense-making: the clarification of what matters most to the group Leaders must be able to adapt and state the vision of the group The Dance between Leaders and Followers Leadership is temporary Leaders move on for various reasons (., industry change, poor choices, etc.) Leaders may retire, resign, or pass on Individuals are selfish beings forced to live communally, creating tensions between what we want to do and what we might have to do for others The Dance between Leaders and Followers (con’t) Humans have fundamental motivations Freud suggested two primary instincts Eros: Sex, self-preservation, love Destructive instinct: aggression, the death instinct, hate Humans are also both deeply selfish and altruistic Humans tend to imitate and follow, and establish dominance hierarchies Evolutionary Antecedents Childhood events and relationships can have effects on future leadership tendencies Identification: the process .
