Leadership
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  • 1. COMPARISON AND CONTRASTS
  • 2. Jack Zenger Leadership makes the difference. Management at all levels would do well to keep the following in mind: “ He was hired for his grasp of technology. He was promoted for his ability to manage. He was fired for his failure to lead.”
  • 3. MANAGER Tends to signify the more analytical, structured, controlled, deliberate and orderly end in of the continuum. LEADER Tends to occupy the more experimental, visionary, flexible, uncontrolled and creative end.
  • 4. Are you a LEADER, MANAGER or BOTH ? LEADERS MANAGERS MANAGERIAL LEADERSHIP
  • 5. LEADERS VS. MANAGERS
    • Search for solutions
    • Service markets
    • Consider people as rivals
    • Strive for uniformity
    • Administer programs
    • Follow policies
    • Follow established procedures
    • Are obeyed
    • Conceal
    • Prefer formality
    • Identify problems
    • Serve people
    • Seek partners
    • Strive for unity
    • Watch people
    • Set examples
    • Experiment
    • Are respected
    • Confront
    • Prefer informality
    Managers… Leaders…
  • 6. RESPOND OF DIFFERENT PEOPLE IN DIFFERENT ACTIONS AND SITUATIONS Emphasizes team effort: Leads by example Emphasizes productivity Emphasis on controls & time spent People Major rewards for major results/ accomplishments Fair pay for fair work Get just what the policy provides for Rewarding Subordinates Highly selective, determinates what should be done (proactive) Uses what is required for decisions, for what is being done (reactive) Overwhelmed by too much Using Information Promotes and facilitates Two-way communications And external communications Seeks organized methods Top down internal Communicating Achievement Mixture of Power and Achievement Power Primary Drive Maximum use of informal authority Authority goes with the position Emphasizes formal Authority and power Authority MANAGERIAL LEADER MANAGER ADMINISTRATOR
  • 7. ADMINISTRATOR carries out policies formulated by someone else or some other body. MANAGER preoccupied with efficiency and how to do things right; the right and proper working systems. LEADER concerned with effectiveness and whether the right things are being done, or the right directives have been established.
  • 8. Understanding the need for change REASONS FOR RESISTANCE TO CHANGE
    • Fear to exposure of weaknesses
    • Too busy to evaluate the necessity for change
    • Lack of faith and trust
    • Fear of failure--- changes may be unsuccessful
    • Laziness
    • Fear of taking risks
    • Others may feel awkward and self-conscious if change is implemented
  • 9. Understanding the need for change EXCUSES WHICH HINDER CHANGE
    • “ We tried that before”
    • “ Our situation is different.”
    • “ It costs too much.”
    • “ No one will accept it.”
    • “ I don’t like the idea.”
    • “ We’re not ready for that.”
    • “ Oh, no! Not that again.”
    • “ What are you really want to say? What is you hidden agenda?”
    • “ I know someone who tried it. Of course, it didn't work.”
    • “ We have done it this way.”
  • 10. THE END… THANK YOU FOR LISTENING! 