Chapter 1

What Does it
Mean to be a
Leader?

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 Learning Objectives
• Understand the full meaning of leadership
and see the leadership potential in yourself
and others
• Recognize and facilitate the six
fundamental transformations in today’s
organizations and leaders
• Identify the primary reasons for leadership
derailment and the new paradigm skills
that can help avoid it

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 Learning Objectives
• Recognize the traditional functions of
management and the fundamental
differences between leadership and
management
• Appreciate the crucial importance of
providing direction, alignment,
relationships, personal qualities, and
outcomes

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 Learning Objectives
• Explain how leadership has evolved and
how historical approaches apply to the
practice of leadership today

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 Leadership‫القيادة‬

Influence based relationship among

leaders and followers who intend real
changes and outcomes that reflect their
shared purposes.

‫العالقة القائمة على التأثٌر بٌن القادة واألتباع الذٌن ٌنوون تغٌٌرات ونتائج حقٌقٌة تعكس أهدافهم المشتركة‬

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 Exhibit 1.1 - What Leadership Involves
‫ ما تتضمنه القيادة‬- 1.1 ‫الشكل التوضيحي‬

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 Leadership

• Influencing others to come together around

a common vision ‫التأثٌر على اآلخرٌن لاللتقاء حول رؤٌة مشتركة‬
– Multidirectional ‫متعدد االتجاهات‬
‫غٌر إكراه‬
– Noncoercive ‫متبادلة فً الطبٌعة‬
‫ٌنطوي على إحداث التغٌٌر‬
• Reciprocal in nature ‫هناك حاجة أٌضًا إلى الصفات المطلوبة للقٌادة الفعالة‬
ً ‫لتكون تابعًا‬
‫فعاال‬
• Involves creating change
• Qualities required for effective leadership
are also needed to be an effective follower

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 Leadership
• Effective followers are:
– Self thinkers who do assignments with
energy and enthusiasm
• Leaders are:
• Committed to the common good rather than
self-interest
• Firm in their beliefs :‫المتابعون الفعالون هم‬
‫المفكرون الذاتٌون الذٌن ٌقومون بالمهام بالطاقة والحماس‬
:‫القادة هم‬
‫ملتزمون بالصالح العام ولٌس المصلحة الذاتٌة‬
‫حازمون فً معتقداتهم‬

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 Paradigm‫نموذج‬

Shared mindset that

represents a fundamental
way of thinking about,
perceiving, and
understanding the world

‫عقلٌة مشتركة تمثل طرٌقة أساسٌة للتفكٌر فً العالم وإدراكه وفهمه‬

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 Exhibit 1.2 - The New Reality for Leaders
‫ الواقع الجديد للقادة‬- 1.2 ‫الشكل التوضيحي‬

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 Management and Vision
‫اإلدارة والرؤيت‬
Management

• Attainment of organizational goals in an effective and

efficient manner through:
• Planning and organizing ‫تحقٌق األهداف التنظٌمٌة بكفاءة وفاعلٌة‬
• Staffing and directing :‫من خالل‬
‫التخطٌط والتنظٌم‬
• Controlling organizational resources ‫التوظٌف والتوجٌه‬
‫السٌطرة على الموارد التنظٌمٌة‬

Vision

• Picture of an ambitious, desirable future for the

organization or team ‫صورة لمستقبل طموح ومرغوب فٌه للمؤسسة أو الفرٌق‬

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 Exhibit 1.3 - Comparing Management and
Leadership
‫ مقارنت اإلدارة والقيادة‬- 1.3 ‫الشكل‬

Source: Based on John P. Kotter, A Force for Change: How Leadership Differs from Management (New York: The Free Press, 1990) and ideas in Kevin
Cashman, Lead with Energy, Leadership Excellence, (December 2010) :7; Henry Mintzberg

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 Theories of Leadership
‫نظرياث القيادة‬
Great man theories‫نظرٌات الرجل العظٌم‬

• Leadership was conceptualized as a single Great Man who put

everything together and influenced others to follow along
based on the strength of inherited traits, qualities, and abilities

‫تم تصور القٌادة على أنها رجل عظٌم واحد وضع كل شًء معًا وأثر على اآلخرٌن لٌتبعوه بنا ًء على قوة السمات‬
‫والصفات والقدرات الموروثة‬

Trait theories‫ نظرٌات السمات‬.

• Leaders had particular traits or characteristics that

distinguished them from non-leaders and contributed to
success ‫كان للقادة سمات أو خصائص معٌنة تمٌزهم عن غٌر القادة وساهمت فً النجاح‬
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 Theories of Leadership
Behavior theories .‫ نظرٌات السلوك‬.
• Leaders’ behavior correlated with leadership effectiveness or
ineffectiveness
‫ٌرتبط سلوك القادة بفعالٌة القٌادة أو عدم الفعالٌة‬

Contingency theories‫ نظرٌات الطوارئ‬.

• Leaders can analyze their situation and tailor their behavior to improve
leadership effectiveness
• Known as situational theories
• Emphasized that leadership cannot be understood in a vacuum separate from
various elements of the group or organizational situation
‫• ٌمكن للقادة تحلٌل وضعهم وتكٌٌف سلوكهم لتحسٌن فعالٌة القٌادة‬
‫• تعرف بالنظرٌات الظرفٌة‬
ً‫• أكد على أن القٌادة ال ٌمكن فهمها فً فراغ منفصل عن العناصر المختلفة للمجموعة أو الوضع التنظٌم‬
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 Theories of Leadership
Influence theories .‫ نظرٌات التأثٌر‬.
• Examined the influence processes between leaders and
followers
• Charismatic leadership - Influence based on the qualities
and personality of the leader ‫فحصت عملٌات التأثٌر بٌن القادة واألتباع‬
‫ التأثٌر القائم على صفات القائد وشخصٌته‬- ‫القٌادة الكارٌزمٌة‬

Relational theories .‫النظرٌات العالئقٌة‬

• Focused on how leaders and followers interact and
influence one another
• Transformational leadership and servant leadership are
two important relational theories
‫ركز على كٌفٌة تفاعل القادة واألتباع والتأثٌر على بعضهم البعض‬
‫قات‬
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 Exhibit 1.4 - Leadership Evolution
‫ تطور القيادة‬- 1.4 ‫الشكل التوضيحي‬

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 Derailment ‫انحراف‬

Phenomenon wherein individuals can’t

advance further because of a mismatch
between job needs and their personal
skills and qualities

‫ظاهرة ال ٌستطٌع األفراد فٌها التقدم أكثر بسبب عدم التوافق بٌن احتٌاجات العمل ومهاراتهم وصفاتهم‬
‫الشخصٌة‬

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 Fatal Flaws That Cause Derailment
‫العيوب القاتلت التي تسبة االنحراف‬
Performance problems‫ مشاكل األداء‬.
• Failing to meet business objectives because of too much time
promoting themselves and playing politics, a failure to fulfill
promises, or a lack of hard work

، ‫ أو الفشل فً الوفاء بالوعود‬، ‫الفشل فً تحقٌق أهداف العمل بسبب كثرة الوقت فً التروٌج ألنفسهم ولعب السٌاسة‬
‫أو قلة العمل الجاد‬
Problems with relationships‫ مشاكل العالقات‬.
• Being insensitive, manipulative, critical, and not trustworthy in relationships
with peers, direct reports, customers, and others
‫عدم الحساسٌة والتالعب والنقد وعدم الجدارة بالثقة فً العالقات مع األقران والتقارٌر المباشرة والعمالء وغٌرهم‬
Difficulty changing‫ صعوبة التغٌٌر‬.
• Not learning from feedback and mistakes to change old behaviors
• Defensive, unable to handle pressure, and unable to change
management style to meet new demands
‫عدم التعلم من التغذٌة الراجعة واألخطاء لتغٌٌر السلوكٌات القدٌمة‬
‫ وغٌر قادر على تغٌٌر أسلوب اإلدارة لتلبٌة المتطلبات الجدٌدة‬، ‫ غٌر قادر على التعامل مع الضغط‬، ً‫دفاع‬
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 Fatal Flaws That Cause Derailment
Difficulty building and leading a team ‫ صعوبة‬.
‫بناء وقٌادة الفرٌق‬
• Poor management of direct reports
• Inability to get work done through others
• Not identifying and hiring the right people ‫سوء إدارة التقارٌر المباشرة‬
‫عدم القدرة على إنجاز العمل من خالل اآلخرٌن‬
‫عدم تحدٌد وتوظٌف األشخاص المناسبٌن‬
Too narrow management experience .
‫خبرة إدارٌة ضٌقة للغاٌة‬
• Inability to work effectively or collaborate outside
their current function
• Failing to see big picture when moved into general
management position over several functions
‫عدم القدرة على العمل بشكل فعال أو التعاون خارج وظٌفتهم الحالٌة‬
‫ئف‬

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 Exhibit 1.6 - Learning to Be a Leader
‫ تعلم أن تكون قائ ًدا‬- 1.6 ‫الشكل التوضيحي‬

Source: Based on ―Guidelines for the Apprentice Leader,‖ in Robert J. Allio, ―Masterclass: Leaders and Leadership—Many Theories, But What Advice Is Reliable?‖
Strategy & Leadership 41, no. 1 (2013): 4–.14

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