Leaders
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  • 1. leaders.ppt (bus1301)
  • 2. 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 systemsleaders.ppt (bus1301)
  • 3. 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)leaders.ppt (bus1301)
  • 4. LEADERSHIP The Trust Factor in Leadership q Question: How does a trust-oriented leader differ from a Machiavellian-oriented leader? q Question: Which is more important, our actions or our words? q Question: How concerned should we be about others? q Recommendation: Being trustworthy is good!!!leaders.ppt (bus1301)
  • 5. LEADERSHIP The Trust Factor in Leadership q Question: What is the role of competence for a leader? q Question: What is the role of open communication for a leader? q Question: How does formalization in an organization undermine trust? q Recommendation: Learning to trust others is also good!!!leaders.ppt (bus1301)
  • 6. q Management keeps an organization running q Leadership involves getting things started q Leadership involves facilitating changeleaders.ppt (bus1301)
  • 7. q 95% of American q When companies managers say the derive their right thing. advantage from q 5% of American intellectual managers do the capital, old right thing. management styles (carrots and sticks) are not qFuture Leaders…. sufficient. –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.leaders.ppt (bus1301)
  • 8. CORE VALUES gFairness gCommitment gFreedom gWater Lineleaders.ppt (bus1301)
  • 9. Leaders vs. Managers w LEADERS: w MANAGERS: q innovate q administrate q focus on people q focus on systems and structures q inspire trust q rely on control q have a long-range view q have a short-range q ask what and why view q have eyes on horizon q ask how and when q have eyes on bottom q originate line q challenge status quo q initiate q do the right thing q accept status quo q do things rightleaders.ppt (bus1301)
  • 10. LEADERSHIP- Marks of a Great Leader q QUESTION: WHY ARE THE FOLLOWING TRAITS CONSIDERED CHARACTERISTICS OF GREAT LEADERS? v servicing and sacrificing v initiating and risk taking v needing no credit v empowering others v clarifying valuesleaders.ppt (bus1301)
  • 11. There Are Only Five Ways to Lead (Article by Farkas and De Becker) q Strategic Approach q Human Assets Approach q Expertise Approach q Box Approach q Change Approachleaders.ppt (bus1301)
  • 12. LEADERSHIP Resistance to Empowerment (Article by Williams) q QUESTION: Why do managers resist change? q QUESTION: Why do managers resist suggestions? q QUESTION: Why are managers afraid to empower their subordinates? q Recommendation: Don’t leave this class thinking that you have cornered the market for good ideas q Recommendation: Learn to recognize your strengths and weaknesses and those of others q Recommendation: Learn that teams always do better than individuals, if there is a trust relationship among the team membersleaders.ppt (bus1301)
  • 13. LEADERSHIP - Empowerment w Empowerment Strategies v Avoid competition for power, status, recognition v Delegate v Create and communicate a vision v Insist that others diligently work to achieve meaningful goals v Help others believe in their own worth and potential v Create a culture in which fear and intimidation are replaced by trust v Demonstrate a willingness to be supportive of othersleaders.ppt (bus1301)
  • 14. EMPOWERMENT q Places responsibility for spotting/solving problems on employees. q Requires leaders to ask for suggestions AND lets employees make decisions. q Is easiest to implement in smaller, less bureaucratic organizations.leaders.ppt (bus1301)
  • 15. LEADERSHIP Develop Ownership q There are always at least two owners of responsibility. q Empowerers ask questions, organize data to confront people with reality, bring customers and performers together. q Empowerers insist on tough standards. q Empowerers support and coach. q Conversations are the grist for the leader’s mill.leaders.ppt (bus1301)
  • 16. LEADERSHIP Develop Ownership continued… q You can lead a horse to water, but you can’t make him drink. q If you want the horse to drink, make sure the horse is thirsty. q Head buffalo lock the barn door after the horse is stolen. q Lead geese make certain nothing is ever stolen.leaders.ppt (bus1301)
  • 17. LEADERSHIP - Empowerment Continued…. q Recommendation: Learn to encourage and make full use of your talents and the talents of others.leaders.ppt (bus1301)
  • 18. LEADERSHIP - The Magic of Vision q Vision sees what q Vision is clarity must be tomorrow, beyond what is q Vision is a today worthy commitment q Customers help you see the vision q Vision generates supportive actions q Vision inspiresleaders.ppt (bus1301)
  • 19. LEADERSHIP - How Vision Works q The right vision attracts commitment and energizes people. q The right vision creates meaning in workers’ lives. q The right vision establishes a standard of excellence. q The right vision bridges the present and the future.leaders.ppt (bus1301)
  • 20. LEADERSHIP How You Know You Need a Vision q Is there evidence of confusion about purpose? q Do employees complain about insufficient challenge? q Do employees say they are not having fun any more? q Is the organization losing market share or reputation for innovation? q Are there signs of declines of pride in your organization? q Is there excessive risk avoidance? q Is there an absence of sharing? q Is there a strong rumor mill?leaders.ppt (bus1301)
  • 21. LEADERSHIP Customer Focus 3 What do customers really buy? 3 Leaders focus on customers - and so does everyone else. 3 Leaders focus on partnering, not selling. 3 Leaders begin with the customer’s needs and wants. 3 Solving problems spurs partnerships.leaders.ppt (bus1301)
  • 22. LEADERSHIP Great Performance q Is this the best you can do? q Remember, its leadership, not status quo-ship. q Thinking incrementally moves you forward from today. q Thinking strategically leads backward from the future. q How many bugs is one too many? q Begin with the end in mind.leaders.ppt (bus1301)
  • 23. LEADERSHIP Create Value-Added Strategies q Stay close to the customer. q The tough strategic question: “What do I do?” q Value is solving the customers’ problems. q Value is doing better than anyone else. q Value-added strategies solve the problems that drive purchasing decisions. q Leaders learn how to focus themselves and everyone else on solving the customers’ problems.leaders.ppt (bus1301)
  • 24. Some Managers are More Than Bosses - They’re Leaders, Too (Horowitz) q 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 allowedleaders.ppt (bus1301)
  • 25. x Look for the personal touch y Screen your questioners z Scan some Web sites { Hang out and schmooze | Probe past responses to personal emergenciesleaders.ppt (bus1301)
  • 26. LEADERSHIP: q Structures send Remove powerful messages. v Decentralize Obstacles decision making to the point of q Systems send customer contact v Cross-functional powerful teams messages. v Simplified processes v Performance and procedures management v Focus on one systems customer, one v Reward systems product, one v Information product/market systems combinationleaders.ppt (bus1301)
  • 27. SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY q Set high expectations q Communicate constantly q Empower, Empower, Empower q Invest in their financial security q Recognize people as often as possible q Counsel people on their career q Educate themleaders.ppt (bus1301)
  • 28. LEADERSHIP- Marks of a Great Leader w 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.leaders.ppt (bus1301)
  • 29. q A leader is only as effective as the team q Outperform peers q Make excellence a habit q Be willing to try new approaches q Focus on what you need to doleaders.ppt (bus1301)
  • 30. Chapter #10 - Understanding Employee Motivation and Leadership q Theories of q Reinforcement employee motivation – Theory X, Y q Participative – Two-factor Theory management / – Equity Empowerment – Maslow – Expectancy Theory – Goal Setting Theory q Job enrichment / Job designleaders.ppt (bus1301)