The document discusses various topics related to leadership including definitions of leadership, characteristics of leaders and managers, and different leadership styles. It provides definitions of leadership from scholars like Gardner and Rowitz and lists the tasks and guiding principles of leadership. It also compares the characteristics of practitioners, managers, and leaders and discusses situational leadership and strategic leadership.

1. Illinois Institute for
Introduction to Situational
Leadership
Louis Rowitz, PhD
Director

2. Illinois Institute for
What is Leadership?

3. Illinois Institute for
WHO IS THE GREATEST
LIVING LEADER?

4. Illinois Institute for
H u m a n S e r v ic e s P r iv a t e S e c t o r M C O P u b lic H e a lt h
S o c ia l J u s t ic e

5. Illinois Institute for
Fruits of Success
Exercise

6. Illinois Institute for
What we believe about ourselves can
hold us hostage… the thing that
amazed me is that a belief is more than
just an idea—it seems to shift the way
we actually experience ourselves and
our lives. According to Talmudic
teaching ‘We do not see things as they
are. We see them as we are.’
(Remen, 1996)

7. Illinois Institute for
ONLY THOSE WHO RISK
GOING TOO FAR CAN POSSIBLY
FIND OUT HOW FAR ONE CAN GO.
T.S. ELIOT

8. Illinois Institute for
LEADERSHIP IS THE PROCESS OR
EXAMPLE BY WHICH AN INDIVIDUAL (OR
LEADERSHIP TEAM) INDUCES A GROUP TO
PURSUE OBJECTIVES HELD BY THE
LEADER OR SHARED BY THE LEADER AND
HIS OR HER FOLLOWERS.
(GARDNER, 1990)

9. Illinois Institute for
The Tasks of Leadership
(Gardner, 1990)
1. Envisioning Goals
2. Affirming Values
3. Motivation
4. Managing
5. Achieving workable vision
6. Explaining
7. Serving as a symbol
8. Representing the group
9. Renewing

10. Illinois Institute for
Leadership’s Guiding Principles
(Murphy, 1996)
1. BE AN ACHIEVER
2. BE PRAGMATIC
3. PRACTICE STRATEGIC HUMILITY
4. BE [COMMUNITY]-FOCUSED
5. BE COMMITTED
6. LEARN TO BE AN OPTIMIST
7. ACCEPT RESPONSIBILITY

11. Illinois Institute for
The New Leadership Competencies
(Scholtes, 1998)
1. The ability to think in terms of systems and knowing
how to lead systems
2. The ability to understand the variability of work in
planning and problem solving
3. Understanding how we learn, develop, and
improve, and leading to true learning and
improvement.
4. Understanding people and why they behave as
they do.
5. Understanding the interdependence and interaction
between systems, variation, learning, and human
behavior. Knowing how each affects the others.
6. Giving vision, meaning, direction and focus to an
organization.

12. Illinois Institute for
WHATEVER THEIR JOB IS,
PEOPLE SEE THEIR ROLE AS NOT
JUST DOING THINGS THE WAY
THEY’RE DESIGNED TODAY, BUT TO
FIGURE OUT THE WAY THEY OUGHT
TO BE DONE TOMORROW.
(KOTTER, 1997)

13. Illinois Institute for
Comparison of the Characteristics and
Responsibilities of Practitioners,
Managers, and Leaders
Practitioners Managers Leaders
The practitioners
implements
The manager administers The leader innovates
The practitioner follows The manager is a copy The leader is an original
The practitioner
synthesizes
The manager maintains The leader develops
The practitioner focuses
on programs and services
The manager focuses on
systems and structures
The leader focuses on
people
The practitioner relies on
compliance and behavior
chance
The manager relies on
control
The leader inspires trust

14. Illinois Institute for
Continued….
The Practitioner has a
narrow view
The manager has a
short-range view
The leader has a long-
range view
The practitioner asks who
and where
The manager asks
how and when
The leader asks what
and why
The practitioner’s eye is on
the client and the
community
The manager’s eye is
always on the bottom
line
The leader’s eye is on
the horizon
The practitioner separates
programs from services
The manager
imitates
The leader originates
The practitioner protects
the status quo
The manager
accepts the status
quo
The leader challenges
the status quo

15. Illinois Institute for
Continued….
The practitioner is in
the infantry
The manager is the
classic good soldier
The leaders is his or
her own person
The practitioner is a
conflicted pessimist
The manager is a
pessimist
The leader is an
optimist
The practitioner is a
reflective thinker
The manager is a
linear thinker
The leader is a
systems thinker
The practitioner
follows the agency
agenda
The manager does
things right
The leader does the
right things

16. Illinois Institute for
LEADERSHIP IS MORE THAN
DISGUISED MANAGEMENT.
(ROWITZ, 1997)

17. Illinois Institute for
THERE IS INCREASING EVIDENCE
THAT WOMEN ARE DOING BETTER AT
ADAPTING TO NEW CHALLENGES IN THE
WORLD OF WORK. IF MORE ARE BEING
HIRED AND PROMOTED, IT IS NOT JUST TO
MEET AFFIRMATIVE ACTION GOALS OR
AVOID DISCRIMINATION SUITS.
INCREASING INSTATNCES, THEY SURPASS
MEN IN THE ATTITUDES AND ABILITIES
THAT EMPLOYERS LOOK FOR…
(HACKER, TIME MAGAZINE, JAN. 29, 1996)

18. Illinois Institute for
SITUATIONAL LEADERSIP
INDIVIDUALS CAN ADAPT
THEIR LEADERSHIP STYLE TO
VARYING SITUATIONS IN
APPROPRIATE MANNERS

19. Illinois Institute for

20. Illinois Institute for
Leadership Behavior Analysis II-Self
Three Components
• Style Flexibility
• Leadership Styles
• Style Effectiveness

21. Illinois Institute for
Strategic Leadership
Worksheet

22. Illinois Institute for
A Summary of Oncken’s Four Rules of
Monkey Management
 Rule 1. Describe the Monkey: The dialogue must not end until
appropriate “next moves” have been identified and specified.
 Rule 2. Assign the Monkey: All monkeys shall be owned and handled
at the lowest organizational level consistent with their welfare.
 Rule 3. Insure the Monkey: Every monkey leaving your presence on
the back of one of your people must be covered by one of two
insurance policies:
1. Recommend, Then Act
2. Act, Then Advise
 Rule 4. Check on the Monkey: Proper follow-up means healthier
monkeys. Every monkey should have a checkup appointment.

23. Illinois Institute for