Leading the leaders


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Adizes types of leaders

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Leading the leaders

  1. 1. Leading the Leaders<br />How to work with different management styles<br />
  2. 2. What are the characteristics leader should posses? <br />Brainstorm <br />
  3. 3. Example of classification<br />Autocratic (onepersonmakesthedecisions, Thisis a lesscreativeapproach. A “Dowhatyouaretold”Obedientandstrictformofcontrol) <br />Democratic (Employeesandteammembersfeelincontroloftheirowndestinywhentheyareincludedinthe decision-making processthatleadstogreatersatisfactionand a feelingofappreciation.<br />
  4. 4. Example of classification<br />Delegative(As a leaderitisnotpossibletodoeverythingyourself. A leadermustprioritizeanddelegatetasksanddecisionswhilestilltakingultimateresponsibility)<br />By Kurt Lewin, made in 1939<br />
  5. 5. For a long time it was though that this is ultimate classification<br />It was based on the process of decision making <br />
  6. 6. Starting from 90s Leadership styles began to be classified according to functions that parson is executing <br />The most famous theory is PAEI theory by I.Adizes<br />
  7. 7. TEST<br />
  8. 8. Main functions of manager/leader<br />Producing<br />Administration<br />Entrepreneurial <br />Integration<br />
  9. 9. So what are those functions about?<br />
  10. 10. Producer <br />Producersarehighenergy, activepeople, mostly leading the organization to produce concrete and complete results;<br />Concrete interest;<br />Dislike fussy or abstract details;<br />Need to act “NOW”<br />
  11. 11. Administrator<br />Administrator cares about the tools organization uses to achieve results, care about efficiency and structure of all the processes;<br />Do not like unstructuredenvironmentsandimprovisation. <br />Prefertoconstruct a systemforongoingactivities. Inorganizationalcontexts, theybringstabilityandordertocollectiveactivities. Theyarecarefulin decision-making becausetheytrackeachdetailtomakecertainitishandledproperly. <br />
  12. 12. Entrepreneur <br />Brings long-term vision to organization <br />Focuses on potential inthefuture. <br />Energizedbychallenges, excitingopportunities, newpossibilitiesandfutureachievements.<br />Theycancomeupwithseveralverydifferentgrandfutureschemeseveryfewminutes, wheninspired.<br />
  13. 13. Integrator <br />Integratorsare team-builderswiththeorganization. <br />Theymanagetheinterpersonal, interdepartmental, supplierandclientrelationshipsthatallowtheorganizationtofunctiontogetherasoneorganicwhole. <br />Theyattendtopeoples’needs, views, motivators, complaintsandconflictstofoster a constructiveworkingenvironment. <br />
  14. 14.
  15. 15. There are no good or bad style as without any of those organization won’t survive`<br />
  16. 16. 2 constant things about concept:<br />All those 4 characteristics should be present!<br />but<br />Ideal manager that posses PAEI code is not more than myth!<br /><ul><li>Executing one function is controversial to execution of another one</li></li></ul><li>Management style hidden in the code<br />PAEI<br />PaEi<br />paEI<br />Paei<br />pAei<br />
  17. 17. Conflict of styles<br />P and I in the crisis moment;<br />E and P in the process of changes;<br />P and A in the question of Quantity and Quality etc. <br />
  18. 18. Negative leadership styles<br />P- - - as Lone Ranger(Герой одиночка) <br />- A - - as Bureaucrat <br />- - E- as Arsonist(Поджигатель)<br />- - - I as SuperFollower(Горячийсторонник)<br />- - - - as Dead Stub(Мёртвый пень)<br />
  19. 19. Organizational Lifecycle<br />PA - I<br />- A - I<br />PAeI<br />- A - -<br />PAEi<br />- A - -<br />PaEi<br />Paei<br />- - - -<br />paEi<br />
  20. 20. Case brainstorm<br />
  21. 21. How to behave with certain type of manager?<br />
  22. 22. Paei<br />Forget about useless talks. Pass to the point. Show your problem as crisis;<br />Start from the end. Tell your conclusions first<br />Set the goal and put priorities;<br />Move and talk as fast as possible;<br /> When you define the goal, define also who, when and what result<br />Best Reward – recognition;<br />
  23. 23. pAei<br />Take a risk of change for your-self;<br />Do not hurry him with decision making;<br />Present situation step-by step;<br />Use facts and numbers not thoughts;<br />Present other examples of successful realization of this idea;<br /> Do not cheat, just be simple;<br /> Best reward – salary increase; <br />
  24. 24. paEi<br />Start from the general then move to details;<br />He likes to exaggerate, do not perceive the words as they seem;<br />Make written output after decision was made and give it for signing, as he might change the mind;<br /> He likes admiring not love;<br /> Do not criticize his ideas<br />
  25. 25. paeI<br />Become a source of information for him;<br />Show interest all the time;<br />Be ready for discussions;<br />Listen carefully and attentively;<br />Create efficient communication;<br />When you present something new, gain the support of other team members first, as collective decision is priority for him<br />
  26. 26. ‘Thank’s God, all of us are different. Otherwise the life was extremely boring. Whom we would perceive as teachers? Who would contradict us? Who would make us see the things from the different angle and discover something new?’ I.Adizes<br />