What this is about….
      •  Different ways of looking at leadership
      •  Giving a framework for your understanding of leadership
      •  Sorting out ideas about leadership so you can decide what 
         your leadership aspirations and qualities are
      •  Assessing the strengths you want to leverage and gaps you 
         want to work on
             “A leader takes people where they want to go. A great leader takes people 
                    where they don’t necessarily  want to go, but ought to be.”
                                                                  -Rosalynn Carter
           Outline of the Presentation
                             Defining 
                             Defining 
                           Leadership
                           Leadership
           The You in 
           The You in                     Leadership 
                                          Leadership 
           Leadership
           Leadership                        and 
                                             and 
                                         Management
                                         Management
            Leadership 
            Leadership 
              Tensions
              Tensions           Theories of 
                                 Theories of 
                                  Leadership
                                  Leadership
  PART 1: DEFINING LEADERSHIP
   Is there one definition of leadership?
  • Perspectives vary
  • Strong tendency towards notions of hierarchical 
   leadership – boss at the top
  • Command confused with leading 
  • Major gender and cultural biases
  • Profound failure to really understand what leaders 
   actually do
  • Blindness to where leadership actually takes place
   What characteristics, stripped of their 
    hierarchical, sexist and some cultural 
    trappings help us define leadership?
  • Creating a vision, direction or path forward – sense making
  • Clarifying what is important
  • Getting others on board and committed
  • Getting others enabled
  • Guiding and correcting individual and group behaviour
  • Enabling others to fulfill their roles in the process, whether 
   that be subordinates, superiors or significant affectors