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LeaderShip
 

LeaderShip

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    LeaderShip LeaderShip Presentation Transcript

    • LEADERSHIP AND LEADERS
      • Great Leaders
      • Live with integrity, lead by example
      • develop a winning strategy or “big idea”
      • build a great management team
      • inspire employees to greatness
      • create a flexible, responsive organization
      • use reinforcing management systems
      In Search of Leadership (article by Reingold)
      • Great Leaders
      • passionate about what they do
      • love to talk about it
      • high energy
      • clarity of thinking
      • communicate to diverse audience
      • work through people ( empowering )
      In Search of Leadership (article by Reingold)
    • LEADERSHIP The Trust Factor in Leadership
      • Question: How does a trust-oriented leader differ from a Machiavellian-oriented leader?
      • Question: Which is more important, our actions or our words?
      • Question: How concerned should we be about others?
      • Recommendation: Being trustworthy is good!!!
      Leadership
    • LEADERSHIP The Trust Factor in Leadership
      • Question: What is the role of competence for a leader?
      • Question: What is the role of open communication for a leader?
      • Question: How does formalization in an organization undermine trust?
      • Recommendation: Learning to trust others is also good!!!
      Leadership
      • Management keeps an organization running
      • Leadership involves getting things started
      • Leadership involves facilitating change
      Post Heroic Leadership (article by Huey)
      • Future Leaders….
        • Develop/communicate what company is trying to accomplish
        • Create environment where employees can figure out what needs to be done AND then do it well.
      Post Heroic Leadership
      • 95% of American managers say the right thing.
      • 5% of American managers do the right thing.
      • When companies derive their advantage from intellectual capital, old management styles (carrots and sticks) are not sufficient.
      • CORE VALUES
      • Fairness
      • Commitment
      • Freedom
      • Water Line
      Post Heroic Leadership (article by Huey)
    • Leaders vs. Managers
      • LEADERS:
        • innovate
        • focus on people
        • inspire trust
        • have a long-range view
        • ask what and why
        • have eyes on horizon
        • originate
        • challenge status quo
        • do the right thing
      • MANAGERS:
        • administrate
        • focus on systems and structures
        • rely on control
        • have a short-range view
        • ask how and when
        • have eyes on bottom line
        • initiate
        • accept status quo
        • do things right
    • LEADERSHIP - Marks of a Great Leader
      • QUESTION: WHY ARE THE FOLLOWING TRAITS CONSIDERED CHARACTERISTICS OF GREAT LEADERS?
      • servicing and sacrificing
      • initiating and risk taking
      • needing no credit
      • empowering others
      • clarifying values
      LEADERSHIP
    • There Are Only Five Ways to Lead (Article by Farkas and De Becker)
      • Strategic Approach
      • Human Assets Approach
      • Expertise Approach
      • Box Approach
      • Change Approach
    • LEADERSHIP Resistance to Empowerment (Article by Williams)
      • QUESTION: Why do managers resist change?
      • QUESTION: Why do managers resist suggestions?
      • QUESTION: Why are managers afraid to empower their subordinates?
      • Recommendation: Don’t leave this class thinking that you have cornered the market for good ideas
      • Recommendation: Learn to recognize your strengths and weaknesses and those of others
      • Recommendation: Learn that teams always do better than individuals, if there is a trust relationship among the team members
    • LEADERSHIP - Empowerment
      • Empowerment Strategies
        • Avoid competition for power, status, recognition
        • Delegate
        • Create and communicate a vision
        • Insist that others diligently work to achieve meaningful goals
        • Help others believe in their own worth and potential
        • Create a culture in which fear and intimidation are replaced by trust
        • Demonstrate a willingness to be supportive of others
    • EMPOWERMENT
      • Places responsibility for spotting/solving problems on employees.
      • Requires leaders to ask for suggestions AND lets employees make decisions.
      • Is easiest to implement in smaller, less bureaucratic organizations.
      Empowerment ....
    • LEADERSHIP Develop Ownership
      • There are always at least two owners of responsibility.
      • Empowerers ask questions, organize data to confront people with reality, bring customers and performers together.
      • Empowerers insist on tough standards.
      • Empowerers support and coach.
      • Conversations are the grist for the leader’s mill.
    • LEADERSHIP Develop Ownership
      • continued…
      • You can lead a horse to water, but you can’t make him drink.
      • If you want the horse to drink, make sure the horse is thirsty.
      • Head buffalo lock the barn door after the horse is stolen.
      • Lead geese make certain nothing is ever stolen.
    • LEADERSHIP - Empowerment
      • Continued….
      • Recommendation: Learn to encourage and make full use of your talents and the talents of others.
    • LEADERSHIP - The Magic of Vision
      • Vision sees what must be tomorrow , beyond what is today
      • Customers help you see the vision
      • Vision inspires
      • Vision is clarity
      • Vision is a worthy commitment
      • Vision generates supportive actions
    • LEADERSHIP - How Vision Works
      • The right vision attracts commitment and energizes people.
      • The right vision creates meaning in workers’ lives.
      • The right vision establishes a standard of excellence .
      • The right vision bridges the present and the future.
    • LEADERSHIP How You Know You Need a Vision
      • Is there evidence of confusion about purpose?
      • Do employees complain about insufficient challenge?
      • Do employees say they are not having fun any more?
      • Is the organization losing market share or reputation for innovation?
      • Are there signs of declines of pride in your organization?
      • Is there excessive risk avoidance?
      • Is there an absence of sharing?
      • Is there a strong rumor mill?
    • LEADERSHIP Customer Focus
      • What do customers really buy ?
      • Leaders focus on customers - and so does everyone else.
      • Leaders focus on partnering , not selling.
      • Leaders begin with the customer’s needs and wants .
      • Solving problems spurs partnerships.
    • LEADERSHIP Great Performance
      • Is this the best you can do ?
      • Remember, its leadership, not status quo-ship.
      • Thinking incrementally moves you forward from today.
      • Thinking strategically leads backward from the future.
      • How many bugs is one too many?
      • Begin with the end in mind.
    • LEADERSHIP Create Value-Added Strategies
      • Stay close to the customer.
      • The tough strategic question: “What do I do?”
      • Value is solving the customers’ problems.
      • Value is doing better than anyone else.
      • Value-added strategies solve the problems that drive purchasing decisions.
      • Leaders learn how to focus themselves and everyone else on solving the customers’ problems.
    • Some Managers are More Than Bosses - They’re Leaders, Too (Horowitz)
      • There is no one leader personality
        • they do inspire others to take risks
        • they do inspire others to do more than they thought possible
        • they set steep goals
        • they instill in others that both failure and success are allowed
      • Look for the personal touch
      • Screen your questioners
      • Scan some Web sites
      • Hang out and schmooze
      • Probe past responses to personal emergencies
      Spotting Bad Bosses (article by Shellenbarger)
    • LEADERSHIP: Remove Obstacles
      • Systems send powerful messages.
        • Performance management systems
        • Reward systems
        • Information systems
      • Structures send powerful messages.
        • Decentralize decision making to the point of customer contact
        • Cross-functional teams
        • Simplified processes and procedures
        • Focus on one customer, one product, one product/market combination
    • SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY
      • Set high expectations
      • Communicate constantly
      • Empower, Empower, Empower
      • Invest in their financial security
      • Recognize people as often as possible
      • Counsel people on their career
      • Educate them
    • LEADERSHIP - Marks of a Great Leader
      • Recommendation:
      • You may never become a leader like the President of the United States or the CEO of a Fortune 500 firm, but these are all good qualities to have and to practice.
      LEADERSHIP
      • A leader is only as effective as the team
      • Outperform peers
      • Make excellence a habit
      • Be willing to try new approaches
      • Focus on what you need to do
      Spotting Gold Talent (article by Hymowitz)
    • Chapter #10 - Understanding Employee Motivation and Leadership
      • Theories of employee motivation
        • Theory X, Y
        • Two-factor Theory
        • Equity
        • Maslow
        • Expectancy Theory
        • Goal Setting Theory
      • Reinforcement
      • Participative management / Empowerment
      • Job enrichment / Job design
      • Leadership
      • Thanking You
      • By:-
      • super VAR