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Leader Vs Manager
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Leader Vs Manager

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Training Module on Leader Vs Manager

Training Module on Leader Vs Manager

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  • 1. Jc Lohith Shetty PGDPM, MSW, MBA, NET Asst Professor St Aloysius College (Autonomous) Trainer – Junior Chamber International JCI Mangalore
  • 2. Leading people Influencing people Commanding people Guiding people
  • 3.  Leaders are ordinary people who accept or are placed under extraordinary circumstances that bring forth their latent potential, producing a character that inspires the confidence and trust of others Myles Munroe Becoming A Leader, “Everyone Can Do It”
  • 4.  True leadership is born out of a guiding vision and a PASSION to accomplish a noble task, and to inspire others to develop and release their potential. It derives its fulfillment from the success of others – Personal Sacrifice Myles Munroe Becoming A Leader, “Everyone Can Do It”
  • 5. Basis of LEADER’S Power  Might  Religious  Legitimate power  Expert power  Autocratic  Coercive  Selected  Elected  Beurocratic Types of Leadership  Autocratic  Persuasive  Expertise  Negotiative  Situational  Democratic
  • 6.  REJECTION  CRITICISM  LONELINESS  PRESSURE  MENTAL AND PHYSICAL FATIGUE  PRICE PAID BY THOSE CLOSEST TO YOU
  • 7. •ADAPTABLE TO SITUATIONS •ALERT TO SOCIAL ENVIRONMENT •AMBITIOUS AND ACHIEVEMENT‐ORIE NTATED •ASSERTIVE •COOPERATIVE •DECISIVE •DOMINANT(DESIRE TO INFLUENCE OTHERS) •ENERGETIC (HIGH ACTIVITY LEVEL) •PERSISTENT •SELF‐CONFIDENT •TOLERANT OF STRESS •WILLING TO ASSUME RESPONSIBILITY
  • 8.  Clever(intelligent)  Conceptually skilled Energetic (high activity level)  Creative  Diplomatic and tactful Self‐confident  Fluent in speaking  Knowledgeable about group task  Organized (administrative ability)  Persuasive  Socially skilled
  • 9. 1. Assess your present level of personal empowerment. (Be honest. Solicit input from various sources.) 2. Determine whether your performance falls below, meets, or exceeds expectations. 3. If your performance is below expectations, assess your level of commitment. (Seriously reexamine whether you are committed to meeting the expectations of your position. If not, make plans for doing something else.)
  • 10. 4. Committed, determine the new skills you require. (If your responsibility and accountability expanded with your new/present position, write details about the new skills you require—personal and/or professional skills.) 5. Acquire a mentor/coach to hold you accountable. (Check out the results you produce.) 6. Work to overcome your self-limitations. (Let’s talk about self-esteem.)
  • 11. 7. If committed to expanded empowerment, define a new challenging area of activity. (Describe a project or an area of activity you would enjoy. This should involve significantly expanded responsibility in terms of the acquisition of new personal and/or professional skills.) 8. Proceed and apply steps five and six where difficulties occur. (Get started on the new project; use and learn proven professional methods and knowledge.)
  • 12. By empowering others, leaders tap unlimited resources available to them by allowing others to:  Use initiative  Be resourceful  Better accomplish the mission  Use teamwork  Take charge  Use common sense and judgment
  • 13. When assessing capabilities, consider the following: Willingness to accept empowerment  Training  Judgment  Experience
  • 14. •Members don’t feel valued •Creates negative attitudes •Not developing all employees •Higher absenteeism •Low productivity/poor quality •Miscommunication
  • 15. •Members at all levels feel needed •Promotes positive attitudes •Utilize all resources •Reduce complaints •Members share ideas •Less confusion •Shared goals •Fosters TEAM building
  • 16. Managers  Focus on things  Do things right  Plan  Organize  Direct  Control  Follows the rules Leaders  Focus on people  Do the right things  Inspire  Influence  Motivate  Build  Shape entities
  • 17.  Planning  Organizing  Directing  Controlling
  • 18. Manager  Planning  Budgeting  Sets targets  Establishes detailed steps  Allocates resources Leader  Devises strategy  Sets direction  Creates vision
  • 19. Manager  Creates structure  Job descriptions  Staffing  Hierarchy  Delegates  Training Leader  Gets people on board for strategy  Communication  Networks
  • 20. Manager  Solves problems  Negotiates  Brings to consensus Leader  Empowers people  Cheerleader
  • 21. Manager  Implements control systems  Performance measures  Identifies variances  Fixes variances Leader  Motivate  Inspire  Gives sense of accomplishment
  • 22.  Intelligence  More intelligent than non-leaders  Scholarship  Knowledge  Being able to get things done  Physical  Doesn’t see to be correlated  Personality  Verbal facility  Honesty  Initiative  Aggressive  Self-confident  Ambitious  Originality  Sociability  Adaptability
  • 23.  Delegating  Low relationship/ low task  Responsibility  Willing employees  Participating  High relationship/ low task  Facilitate decisions  Able but unwilling  Selling  High task/high relationship  Explain decisions  Willing but unable  Telling  High Task/Low relationship  Provide instruction  Closely supervise
  • 24.  General Advice  Take advantage of the transition period  Get advice and counsel  Show empathy to predecessor  Learn leadership  Challenges  Need knowledge quickly  Establish new relationships  Expectations  Personal equilibrium
  • 25.  Have two to three years to make measurable financial and cultural progress  Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities  Balance intense focus on priorities with flexibility on implementation….  Decide about new organization architecture  Build personal credibility and momentum  Earn right to transform entity  Remember there is no “one” way to manage a transition
  • 26.  Create Momentum  Master technologies of learning, visioning, and coalition building  Manage oneself
  • 27.  Learn and know about group  Securing early wins  First set short term goals  When achieved make a big deal  Should fit long term strategy  Foundation for change  Vision of how the organization will look  Build political base to support change  Modify culture to fit vision
  • 28.  Build credibility  Demanding but can be satisfied  Accessible but not too familiar  Focused but flexible  Active  Can make tough calls but humane
  • 29.  Learn from internal and external sources  Visioning - develop strategy  Push vs. pull tools  What values does the strategy embrace?  What behaviors are needed?  Communicate the vision  Simple text - Best channels  Clear meaning - Do it yourself!
  • 30.  Be self-aware  Define your leadership style  Get advice and counsel  Advice is from expert to leader  Counsel is insight  Types of help  Technical  Political  Personal  Advisor traits  Competent  Trustworthy  Enhance your status
  • 31. Lohith Shetty, Asst Professor, St Aloysius College (Autonomous) 32

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