The document discusses different perspectives on leadership from academics, business leaders, and researchers. It also covers characteristics of admired leaders, awareness, motivation, and what employees want in a job. Some key points: - Academic definitions focus on influencing others with or without authority, while business leaders emphasize hiring the right people, communicating vision, and coaching others. - Admired leaders are seen as honest, forward-looking, inspiring, competent, credible, fair-minded, and supportive. - Motivation comes from personality, job attitudes, meeting needs at work, reward systems, expectations, goals, self-confidence, and fairness. - Employees want interesting work, appreciation, involvement, security, pay, promotion

1. 101Leadership

2. +1 (443)393-6511www.HannaConcern.comDeveloped byMatt Shlosberg

3. What is leadership?1

4. Academic AnswerAbility to influence people with or without authority

5. Jim Parker AnswerHire the right people and put them in the right jobsGive people a mission, communicate a visionGive people tools to executeCoach themGet out of their wayJim ParkerFormer CEO, Southwest Airlines

6. Jack Welch Answer4 Es and 1 PHave EnergyEnergize othersHave Edge to make tough decisionsExecuteConnect 4 Es with PassionJack WelchFormer CEO, General Electric

7. Manz and Sims AnswerSuperleader – leads others to lead themselves

8. Characteristics of admired leaders2

9. Admired LeadersHonestyForward lookinghave vision, an agenda, initiatives and ideas for improvementInspiration passion, positive attitude, energy, enthusiasmCompetence followers want to trust leaders judgment and technical skills to make good decisionsCredibility comprises of other characteristics described aboveFair minded people want to be treated fairlySupportive focusing on followers, helping others succeed, remove hurdles, draws on contacts

10. ExerciseHOW MANY OF THESE APPLY TO YOU?HonestyForward lookinghave vision, an agenda, initiatives and ideas for improvementInspiration passion, positive attitude, energy, enthusiasmCompetence followers want to trust leaders judgment and technical skills to make good decisionsCredibility comprises of other characteristics described aboveFair minded people want to be treated fairlySupportive focusing on followers, helping others succeed, remove hurdles, draws on contacts

11. awareness3

12. AwarenessAwareness of self self investigation, personal reflection, ability to receive constructive feedback, listening skillsAwareness of others paying attention to the impact of your behavior on othersSituational awareness pay attention to things that may have a direct impact on the decisions you are making

13. ExerciseAre you aware of yourself?self investigation, personal reflection, ability to receive constructive feedback, listening skillsAre you aware of others?paying attention to the impact of your behavior on othersDo you possess situational awareness skills?pay attention to things that may have a direct impact on the decisions you are making

14. KAI9532160 Adaptive Detail oriented Innovative No rulesBridgers

15. The farm gate model4

16. The Farm Gate Model

17. motivation5

18. ExerciseQUESTION:What motivates people?

19. MotivationPersonalitySome people will perform regardless of rewardsMotivation is driven by personalityManagers cannot influenceShould look for this when hiring and promotingJob AttitudesHow much does one like the job?"A happy worker is a productive worker"Both good and bad attitudes are contagiousWhen the boss has a bad attitude, his people will inherit it

20. Motivation (cont’d)Meeting your needs at workNeed for challengeNeed not to be boredNeed for smoke breaksNeed for flexible hoursReward systemsFair payIf promised, deliver!

21. Motivation (cont’d)Fair treatmentDeterminantsWorkers look at the contribution they make to the firm and compare it to what they get from the firmWorkers compare their contribution-outcome ratio with that of others who are in similar positions (e.g. "How come John has a new monitor and I don't?)What People Do If They Feel Treated UnfairlyPeople try to restore balance to the ratio of contribution to outcomePeople lower their level of effort - compares productivity to that of othersPeople quit their jobsTheft (and people may not feel like it's stealing)Sabotage the work of others

22. Motivation (cont’d)ExpectationsThe Herzberg theoryTwo ways to evaluate jobsThings people expectThings that satisfy peopleExpected things don’t motivate people!ExamplesPay and benefitsCompany policy and administrationRelationships with co-workersSupervisionStatusJob securityWorking conditionsPersonal life

23. Motivation (cont’d)GoalsKeeps people focusedFeels good to cross off items on the To Do list or achieve goals (positive reinforcement)Effective as a motivational toolsMust be done rightMust be specific (e.g. accomplish X, Y, and Z, not just generic do your best statement)Must be challenging/difficult but not impossibleMust be measurable and objective rather than subjective (no personal judgments)Should accompany goals with feedback at regular intervals and give people an opportunity to identify problems earlyGoals must be accepted (employee buy-in). People must believe in them and believe they are reasonable. Otherwise they have no positive effect on motivation.People should be individually accountable for meeting goals (not accountable as members of the team). If you assign something to the team, individuals will assume that others will do the job for them and won't perform as well. Each individual must be accountable separately.

24. Motivation (cont’d)Self confidenceOther

25. Philosophical AnswerANSWER Shopping and Having SexMark RavenhillEnglish playwright

26. WHAT PEOPLE WANT5

27. What People WantQUESTIONWhat do employees want in a job?

28. What People WantInteresting workFull appreciation of work doneFeeling of being in on thingsJob securityGood payPromotion and growthGood working conditionsLoyalty to employeesTactful disciplineHelp with personal problemsSource: survey conducted by K. Kovach (1995)