Session3 managers versus_leaders

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Session3 managers versus_leaders

  1. 1. SESSION 3:INTRODUCTION TO LEADERSHIP BY AJARN ORAPAK DECEMBER 22, 2011 MBA PROGRAM KMUTT
  2. 2. MANAGERS, MANAGEMENT, LEADERSHIP,LEADERSHIP THEORYCORPORATE VISION
  3. 3. MANAGERS – The manager administer s; the leader innovates. – The manager is a copy; the leader is an original. – The manager maintains; the leader develops. – The manager focuses on systems and structure; the leader focuses on people. – The manager relies on control ; the leader inspires trust. – The manager has a shor t -range view; the leader has a long -range per spective. – The manager asks how and when; the leader asks what and why. – The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon. – The manager imitates; the leader originates. – The manager accepts the status quo; the leader challenges it. – The manager is the classic good soldier; the leader is his or her own per son. – The manager does things right; the leader does the right thing .Source : http ://guides.wsj.com /management/devel oping -a-leader ship -style/what -is-the -dif ference -between -management -and -leader ship/
  4. 4. MANAGERS VS LEADERSManagers Produces Leadership ProducesOrders and Consistency Change and MovementPlanning and Budgeting Establishing Direction- Establishing agendas - Create a vision- Set Timetables - Clarify Big Picture- Allocate Resources - Set StrategiesOrganizing and Staffing Aligning People- Provide structure - Communicate goals- Make job placement - Seek commitment- Establish rules and procedures - Build team and coalitionsControlling and Problem Solving Motivating and Inspiring- Develop incentives - Inspire and energize- Generate creative solutions - Empower and subordinates- Take corrective actions - Satisfy unmet needsSource: Adapted from A Force for Change : HowLeadership Differs from Management ( pp 3-8) by P.Kotler; 1990, New York: Free Press
  5. 5. EXAMPLE OF MANAGERS AND LEADERS
  6. 6. I HAT E M Y M A N AGER. HE DOE S N OT KN OW BLA H BLA H BUT I LOVE M Y LE A DE R A N D H E DOE S N OT N E E D TO KN OW A LL A N SW ERS
  7. 7. WHO ARE MANAGERS? SOURCE:HTTP://CHANGINGMINDS.ORG /DISCIPLINES/LEADERSHIP/ARTICLES/ MANAGER_LE ADER.HTMManagers have subordinatesAuthoritarian, transactional styleWork focusSeek comfort
  8. 8. WHO ARE MANAGERS? SOURCE:HTTP://CHANGINGMINDS.ORG /DISCIPLINES/LEADERSHIP/ARTICLES/ MANAGER_LE ADER.HTMManager s have subordinates By definition, manager s have subordinates - unless their title is honorar y and given as a mark of seniority, in which case the title is a misnomer and their power over other s is other than formal authority.Authoritarian , transactional style Manager s have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transacti onal , in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salar y) for doing so.Work focus Manager s are paid to get things done (they are subordinates too), of ten within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.Seek comfor t An interesting research finding about manager s is that they tend to come from stable home back grounds and led relatively normal and comfor table lives. This leads them to be relatively risk -aver se and they will seek to avoid conflict where possible. In terms of people, they generally like to run a happy ship.
  9. 9. WHO ARE LEADERS? SOURCE:HTTP://CHANGINGMINDS.ORG /DISCIPLINES/LEADERSHIP/ARTICLES/ MANAGER_LE ADER.HTMLeaders have followersCharismatic, transformational stylePeople focusSeek risk
  10. 10. WHO ARE LEADERS? SOURCE:HTTP://CHANGINGMINDS.ORG /DISCIPLINES/LEADERSHIP/ARTICLES/ MANAGER_LE ADER.HTMLeaders have followers  Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity.Charismatic, transformational style  Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking.  Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.People focus  Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender.  Although leaders are good with people, this does not mean they are friendly with them. In order to keep the mystique of leadership, they often retain a degree of separation and aloofness.  This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.Seek risk  In the same study that showed managers as risk -averse, leaders appeared as risk-seeking, although they are not blind thrill -seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. They are thus comfortable with risk and will see routes that others avoid as potential opportunities for advantage and will happily break rules in order to get things done.  A surprising number of these leaders had some form of handicap in their lives which they had to overcome. Some had traumatic childhoods, some had problems such as dyslexia, others were shorter than average. This perhaps taught them the independence of mind that is needed to go out on a limb and not worry about what others are thinking about you.
  11. 11. MANAGERS VS LEADERS PART (1) SOURC E :H T T P :/ / C H ANGINGMINDS.ORG / DISCI PLI NES/ LEADE RSH IP / AR T I C LE S/ MANAG ER_LEADER.H TM
  12. 12. MANAGERS VS LEADERS PART ( 2) SOURC E :H T T P :/ / C H ANGINGMINDS.ORG / DISCI PLI NES/ LEADE RSH IP / AR T I C LE S/ MANAG ER_LEADER.H TM
  13. 13. LEADERSHIP DEFINED There are many definitions of leadership according to Stogdill ( 1974, p. 7). In Leadership Theory book, {Peter G. Northouse summarizes about leadership as follows: Leadership is a process whereby an individual INFLUENCES a group of individuals to achieve a common goal. Leadership involves influence; leadership concerns how it af fects followers. WITHOUT influence leadership does not exist. Leadership occurs in GROUPS. Leadership pays attention to COMMON GOALS.
  14. 14. DIFFERENT VIEWS OF LEADERSHIP TRAITS VERSUS PROCESS TRAIT PROCESS Defintion of leadership Defintion of LeadershipLeaders Leaders-Height-intelligence-Extraversion-Fluency ( leadership is-Others : Traits interaction)Followers Followers
  15. 15. LEADERSHIP AND POWER FIVE BASES OF POWER Referent Power Expert Power Legitimate Power Reward Power Coercive PowerSource: Adapted from “ The Bases of Social Power,” by J.R.French Jr. and B. Raven. 1962, in D. Cartwright ( Ed.), GroupDynamics: Research and Theory ( pp. 259 -269), New York:Harpers & Row.
  16. 16. LEADERSHIP AND COERCION Northouse ( 2010) states that Coercion means influencing others to do something against their will and may include manipulation of penalties and reward system
  17. 17. SUMMARY Bennis and Nanus mentioned that Leaders do things right but managers do right things
  18. 18. YOUTUBE VDOSteve Jobs’ Commencement in Thai http://www.youtube.com/watch?v=nNYy5-PsRiE
  19. 19. CORPORATE VISION Continue to another powerpoint

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