How to be a great leader

How To Be A SuccessfulHow To Be A Successful
LeaderLeader
Laura L. Koppes, Ph.D.Laura L. Koppes, Ph.D.
U.S. Fulbright ScholarU.S. Fulbright Scholar
Eastern Kentucky UniversityEastern Kentucky University

HELP WANTEDHELP WANTED
 Individuals able to learn and keepIndividuals able to learn and keep
learning; determined to listen,learning; determined to listen,
watch, and recognize what’swatch, and recognize what’s
happening; committed to changehappening; committed to change
wherever and whenever needed,wherever and whenever needed,
opportunity seekers who know howopportunity seekers who know how
to identify the best people and getto identify the best people and get
the most out of them.the most out of them.(Management(Management
Notes, 1998)Notes, 1998)

ContentContent
 Successful Leadership: WhySuccessful Leadership: Why
important?important?
 Who is a successful leader?Who is a successful leader?
 Management and LeadershipManagement and Leadership
 The Leadership ChallengeThe Leadership Challenge
 Leadership DefinitionLeadership Definition
 How to Be a Successful LeaderHow to Be a Successful Leader
 ConclusionConclusion

Successful Leadership:Successful Leadership:
Why important?Why important?
 2121stst
Century: a period of unprecedentedCentury: a period of unprecedented
and transformative changeand transformative change
 Global Economy and WorkforceGlobal Economy and Workforce
 Turbulence in worldTurbulence in world
 ““The old organizational pyramids of theThe old organizational pyramids of the
nineteenth century are crumbling, beingnineteenth century are crumbling, being
replaced by upside-down pyramids andreplaced by upside-down pyramids and
circles and connections.”circles and connections.” (Greenleaf(Greenleaf
Center, 1997)Center, 1997)
 Without leadership, organization’s falter inWithout leadership, organization’s falter in
times of change and turmoil.times of change and turmoil.

 Companies rated in the 20 percent of leadershipCompanies rated in the 20 percent of leadership
skills and development outperform theirskills and development outperform their
industry’s average return to shareholders by 22industry’s average return to shareholders by 22
percentage points. (Lombardo & Eichinger,percentage points. (Lombardo & Eichinger, TheThe
Leadership MachineLeadership Machine))
 Companies with above-average leadership-teamCompanies with above-average leadership-team
strength enjoyed above-average revenue growth,strength enjoyed above-average revenue growth,
relative to their industries (Holden, 2003.relative to their industries (Holden, 2003.
Corporate Leadership CouncilCorporate Leadership Council))
 Dr. John Kotter, Harvard leadership expert,Dr. John Kotter, Harvard leadership expert,
maintains that successful organizationalmaintains that successful organizational
transformations are 70 to 90 percent attributabletransformations are 70 to 90 percent attributable
to leadership ability. (Holden, 2003)to leadership ability. (Holden, 2003)

 Lack of confidence in leadersLack of confidence in leaders
 Conference Board Report 2002 (Holden,Conference Board Report 2002 (Holden,
2003)2003)
 In 1997, only about half of all employeesIn 1997, only about half of all employees
in a survey rated their organization’sin a survey rated their organization’s
leadership as excellent or good.leadership as excellent or good.
 By 2001, one out of three employeesBy 2001, one out of three employees
rated organization’s leadership asrated organization’s leadership as
excellent or good.excellent or good.
 Fall of companies (e.g., America’s Enron,Fall of companies (e.g., America’s Enron,
Italy’s Parlamat, Switzerland’s The ErbItaly’s Parlamat, Switzerland’s The Erb
Group).Group).

 Leaders in the NewsLeaders in the News
 ““Nepal: Thousands protest againNepal: Thousands protest again
King.”King.” ((New York TimesNew York Times, April 2), April 2)
 ““An Indian Champion: Vajpayee isAn Indian Champion: Vajpayee is
stunningly popular and appearsstunningly popular and appears
ready to lead his party to anotherready to lead his party to another
election victory. But can one man’selection victory. But can one man’s
charisma carry the weight of acharisma carry the weight of a
nation?”nation?” ((NewsweekNewsweek, April 12), April 12)

 ““President Jacques Chirac and his partyPresident Jacques Chirac and his party
just got creamed in elections. Now thejust got creamed in elections. Now the
real fun begins.”real fun begins.” ((NewsweekNewsweek, April 12), April 12)
 ““Argentine President Nestor Kirchner hasArgentine President Nestor Kirchner has
seen his approval ratings rocket to moreseen his approval ratings rocket to more
than 70 percent…Kirchner’s tough stancethan 70 percent…Kirchner’s tough stance
on human rights, though, is generatingon human rights, though, is generating
increasing opposition.”increasing opposition.” ((NewsweekNewsweek, April, April
5)5)

 ““Arab leaders Thursday condemnedArab leaders Thursday condemned
President George W. Bush’s Middle EastPresident George W. Bush’s Middle East
policy shift as a dangerous move thatpolicy shift as a dangerous move that
could stir violence…could stir violence…((International HeraldInternational Herald
TribuneTribune, April 16)., April 16).
 ““President Václav Klaus’ April 9 veto of thePresident Václav Klaus’ April 9 veto of the
country’s proposed new value-added taxcountry’s proposed new value-added tax
(VAT) act could plunge the economy into(VAT) act could plunge the economy into
chaos in the markets and spell trouble forchaos in the markets and spell trouble for
European Union relations.” (European Union relations.” (The PragueThe Prague
PostPost, April 14-20), April 14-20)

Who is a Successful Leader?Who is a Successful Leader?
 Alexander theAlexander the
GreatGreat

 Napoleon INapoleon I
 ““A leader is aA leader is a
dealer in hope.”dealer in hope.”

 John F. KennedyJohn F. Kennedy
 ““Leadership andLeadership and
learning arelearning are
indispensable toindispensable to
each other.”each other.”

 M. Ghandi:M. Ghandi: “…we must be the“…we must be the
change we wish to see in the world.”change we wish to see in the world.”
 W. Churchill:W. Churchill: “The price of greatness“The price of greatness
is responsibility.”is responsibility.”
 Martin Luther King, Jr.: “Martin Luther King, Jr.: “A genuineA genuine
leader is not a searcher forleader is not a searcher for
consensus, but a molder ofconsensus, but a molder of
consensus.”consensus.”

Are you?Are you?
 Do I get results?Do I get results?
 Do I provide direction and a sense ofDo I provide direction and a sense of
meaning to others by remindingmeaning to others by reminding
them of what’s important?them of what’s important?
 Do I create authentic humanDo I create authentic human
relationships?relationships?
 Do I generate and sustain trust?Do I generate and sustain trust?
 ((Management Notes, 1998)Management Notes, 1998)

Are you?Are you?
 Do I give people a sense that theyDo I give people a sense that they
are investing in the future?are investing in the future?
 Do I convey a feeling of hope?Do I convey a feeling of hope?
 Do I motivate others?Do I motivate others?

Management and LeadershipManagement and Leadership
 The manager has his/her eyes on theThe manager has his/her eyes on the
bottom line.bottom line.
 The leader has his/her eyes on theThe leader has his/her eyes on the
horizon.horizon.
 The manager imitates.The manager imitates.
 The leader originates.The leader originates.

Management and LeadershipManagement and Leadership
 The manager is the classic good soldier.The manager is the classic good soldier.
 The leader is his/her own person.The leader is his/her own person.
 The manager does things right.The manager does things right.
 The leader does the right thing.The leader does the right thing.
 The manager asks how and when.The manager asks how and when.
 The leader asks what and whyThe leader asks what and why. (W.. (W.
Bennis)Bennis)

The Leadership ChallengeThe Leadership Challenge
 ““Each of us contains the capacity toEach of us contains the capacity to
be a leader.”be a leader.” (Warren Bennis)(Warren Bennis)
 The challenge: to realize thisThe challenge: to realize this
capacity.capacity.
 Leadership is a global issue: crossesLeadership is a global issue: crosses
all boundaries, cultures, religions,all boundaries, cultures, religions,
etc.etc.

Leadership DefinitionLeadership Definition
 Leadership: an elusive concept.Leadership: an elusive concept.
 Numerous research studies.Numerous research studies.
 Many theories and explanations.Many theories and explanations.
 Traits: The GREAT Man theoryTraits: The GREAT Man theory
 Styles/BehaviorsStyles/Behaviors
 Situational/ContingencySituational/Contingency
 Charisma/TransformationalCharisma/Transformational

Leadership DefinitionLeadership Definition
 Leadership: A process of influenceLeadership: A process of influence
among leaders and followers whoamong leaders and followers who
intend real changes that reflect theirintend real changes that reflect their
mutual purposes. (Appleton, 1999)mutual purposes. (Appleton, 1999)

How to Be a Successful Leader:How to Be a Successful Leader:
Essential ElementsEssential Elements
 Successful leaders must have theSuccessful leaders must have the
ability to develop a vision of theability to develop a vision of the
possible.possible.
 Leaders guide the skills of others byLeaders guide the skills of others by
the sheer weight of their visions.the sheer weight of their visions.
 (Appleton, 1999)(Appleton, 1999)

 Successful leaders have a clearSuccessful leaders have a clear
understanding of:understanding of:
 themselves;themselves;
 the expectations, experiences, needs, andthe expectations, experiences, needs, and
interaction patterns of others in the groupinteraction patterns of others in the group
or organization;or organization;
 and, appreciate the specifics of theand, appreciate the specifics of the
environment and the tasks to beenvironment and the tasks to be
accomplished.accomplished.

 Successful leaders depend as muchSuccessful leaders depend as much
on personal influence andon personal influence and
competency power as on thecompetency power as on the
elements of legitimate power.elements of legitimate power.
 The successful leader will be aThe successful leader will be a
transformational leader.transformational leader.

Transformational LeaderTransformational Leader
 Develop a vision that is both clear andDevelop a vision that is both clear and
highly appealing to followers.highly appealing to followers.
 Articulate a strategy for bringing thatArticulate a strategy for bringing that
vision to life.vision to life.
 State your vision clearly and promote it toState your vision clearly and promote it to
others.others.
 Show confidence and optimism about yourShow confidence and optimism about your
vision.vision.
 Express confidence in followers’ capacityExpress confidence in followers’ capacity
to carry out the strategy.to carry out the strategy.

Transformational LeaderTransformational Leader
 Build confidence by recognizing smallBuild confidence by recognizing small
accomplishments toward the goal.accomplishments toward the goal.
 Celebrate accomplishments andCelebrate accomplishments and
successes.successes.
 Take dramatic action to symbolizeTake dramatic action to symbolize
key organizational values.key organizational values.
 Set an example.Set an example.
 Coach and mentor.Coach and mentor.

 A successful leader will not only askA successful leader will not only ask
questions and wrestle with theirquestions and wrestle with their
individual and organizationalindividual and organizational
interests, but will also ask theinterests, but will also ask the
question:question:
 ““Leadership for what purpose andLeadership for what purpose and
what public good?”what public good?”

StrategiesStrategies
(Technical Management Services, Inc., 2004)(Technical Management Services, Inc., 2004)
 Make yourMake your
expectations clearlyexpectations clearly
known.known.
 Share your goals,Share your goals,
visions, motivations,visions, motivations,
and reasons.and reasons.
 Give feedback aboutGive feedback about
contributions.contributions.
 ListenListen
 Build team players.Build team players.
 Reward cooperationReward cooperation
and hard work.and hard work.
 Maintain goodMaintain good
relations with boss.relations with boss.
 Accept diversity.Accept diversity.
 Admit your mistakes.Admit your mistakes.
 When you promise-When you promise-
deliver.deliver.
 Periodically, disengagePeriodically, disengage
from daily pressures.from daily pressures.
 Don’t take yourself tooDon’t take yourself too
seriously.seriously.

CharacteristicsCharacteristics
 DriveDrive
 Honesty and integrityHonesty and integrity
 Leadership motivationLeadership motivation
 Self-confidenceSelf-confidence
 Cognitive ability/intelligenceCognitive ability/intelligence
 Knowledge of the businessKnowledge of the business
 Emotional intelligenceEmotional intelligence
 FlexibilityFlexibility

Culture Contingent Leadership?Culture Contingent Leadership?
 GLOBE Research ProjectGLOBE Research Project
 60 countries60 countries
 12 years12 years
 Universally accepted leadershipUniversally accepted leadership
attributesattributes
 Culture –specific characteristicsCulture –specific characteristics

Universally AcceptedUniversally Accepted
Leadership Attributes (GLOBE)Leadership Attributes (GLOBE)
 Integrity-trustworthy, just, honestIntegrity-trustworthy, just, honest
 Charismatic, visionary, inspirational-Charismatic, visionary, inspirational-
encouraging, positive, motivational,encouraging, positive, motivational,
confidence builder, dynamicconfidence builder, dynamic
 Team oriented-team building,Team oriented-team building,
communicating, coordinatingcommunicating, coordinating
 Excellence-oriented, decisive,Excellence-oriented, decisive,
intelligent, win-win problem solverintelligent, win-win problem solver
 (Landy & Conte, 2004)(Landy & Conte, 2004)

Culture-Specific CharacteristicsCulture-Specific Characteristics
Czech RepublicCzech Republic
 The following characteristics were found toThe following characteristics were found to
facilitate outstanding leadership:facilitate outstanding leadership:
 IntegrityIntegrity
 PerformancePerformance
 AdministrativeAdministrative
 InspirationalInspirational
 NonautocraticNonautocratic
 VisionaryVisionary
 ParticipativeParticipative
 Self-sacrificialSelf-sacrificial
 Team integratorTeam integrator
 DiplomaticDiplomatic

ConclusionConclusion
As citizens of this turbulent dynamicAs citizens of this turbulent dynamic
world, we each have a responsibilityworld, we each have a responsibility
to be a successful leader.to be a successful leader.
 Citizen Leader: influencing others toCitizen Leader: influencing others to
create a better and peaceful world.create a better and peaceful world.

Citizen LeaderCitizen Leader
 To create an environment whereTo create an environment where
people can thrive, grow, and live inpeople can thrive, grow, and live in
peace with one another.peace with one another.
 To promote harmony with nature andTo promote harmony with nature and
thereby provide sustainability forthereby provide sustainability for
future generations.future generations.
 To create communities of reciprocalTo create communities of reciprocal
care and shared responsibility.care and shared responsibility.
(Allen, et. al, 1998)(Allen, et. al, 1998)

 ““Leadership is not the privateLeadership is not the private
reserve of a few charismatic menreserve of a few charismatic men
and women. It is a process ordinaryand women. It is a process ordinary
people use when they are bringingpeople use when they are bringing
forth the best from themselves andforth the best from themselves and
others.”others.” (author unknown)(author unknown)

BibliographyBibliography
 Allen, K.E., et al (1998).Allen, K.E., et al (1998). Leadership in theLeadership in the
2121stst
century.century. Rethinking LeadershipRethinking Leadership
Working Papers, Academy of LeadershipWorking Papers, Academy of Leadership
Press.Press.
 Appleton, J. (1999).Appleton, J. (1999). SuccessfulSuccessful
leadership: An elusive concept at best.leadership: An elusive concept at best.
www.redlandsfortnightly.orgwww.redlandsfortnightly.org
 Holden, B. (2003).Holden, B. (2003). A 3-D View ofA 3-D View of
Leadership.Leadership. Dynamic Women in BusinessDynamic Women in Business
Conference, Harvard University.Conference, Harvard University.
 Landy, F. & Conte, J. (2004).Landy, F. & Conte, J. (2004). Work in theWork in the
2121stst
Century.Century. McGraw Hill.McGraw Hill.

BibliographyBibliography
 Lombardo & Eichinger,Lombardo & Eichinger, TheThe
Leadership MachineLeadership Machine
 Management NotesManagement Notes (1998).(1998). www.www.
markelincmarkelinc.com.com
 Technical Management Services, Inc.Technical Management Services, Inc.
(2004).(2004). 19 strategies for successful19 strategies for successful
leadershipleadership. www.spectra-soft.com. www.spectra-soft.com

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