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LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
LeaderShip
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LeaderShip

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

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