LeaderShip

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LeaderShip

  1. 1. LEADERSHIP AND LEADERS
  2. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 31. <ul><li>Thanking You </li></ul><ul><li>By:- </li></ul><ul><li>super VAR </li></ul>

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