The document discusses the key aspects of leadership including defining leadership, comparing the roles of managers and leaders, outlining common leadership traits and styles, providing advice for new leaders, and summarizing the core tasks of leadership such as creating momentum, mastering key technologies like vision and coalition building, and managing oneself. It provides a comprehensive overview of different elements that are important to understanding leadership.

1. Leadership

2. What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

3. Types of Leaders
¢Leader by the position achieved
¢Leader by personality, charisma
¢Leader by moral example
¢Leader by power held
¢Intellectual leader
¢Leader because of ability to
accomplish things

4. Managers vs. Leaders
Managers Leaders
¢Focus on things ¢Focus on people
¢Do things right ¢Do the right things
¢Plan ¢Inspire
¢Organize ¢Influence
¢Direct
¢Motivate
¢Control
¢Build
¢Follows the rules
¢Shape entities

5. Common Activities
¢Planning
¢Organizing
¢Directing
¢Controlling

6. Planning
Manager Leader
¢Planning ¢Devises
¢Budgeting strategy
¢Sets targets ¢Sets direction
¢Establishes
¢Creates vision
detailed steps
¢Allocates
resources

7. Organizing
Manager Leader
¢Creates ¢Gets people on
structure board for strategy
¢Job descriptions ¢Communication
¢Staffing ¢Networks
¢Hierarchy
¢Delegates
¢Training

8. Directing Work
Leader
Manager
¢Empowers
¢Solves
people
problems
¢Cheerleader
¢Negotiates
¢Brings to
consensus

9. Controlling
Manager Leader
¢Implements ¢ Motivate
control systems ¢Inspire
¢ Performance ¢Gives sense of
measures accomplishment
¢Identifies
variances
¢Fixes variances

10. Leadership Traits
¢Intelligence
¢More intelligent
than non-leaders
¢Scholarship
¢Knowledge
¢Being able to get
things done
¢Physical
¢Doesn’t see to
be correlated

11. Leadership Traits
¢Personality
¢Verbal facility
¢Honesty
¢Initiative
¢Aggressive
¢Self-confident
¢Ambitious
¢Originality
¢Sociability
¢Adaptability

12. Leadership Styles
¢Delegating
¢Low relationship/ low
task
¢Responsibility
¢Willing employees

13. Leadership Styles
¢Participating
¢High relationship/ low
task
¢Facilitate decisions
¢Able but unwilling

14. Leadership Styles
¢Selling
¢High task/high
relationship
¢Explain decisions
¢Willing but unable

15. Leadership Styles
¢Telling
¢High Task/Low
relationship
¢Provide instruction
¢Closely supervise

16. New Leaders Take Note
¢General Advice
¢Take advantage
of the transition
period
¢Get advice and
counsel
¢Show empathy to
predecessor
¢Learn leadership

17. New Leaders Take Note
¢Challenges
¢Need knowledge
quickly
¢Establish new
relationships
¢Expectations
¢Personal
equilibrium

18. New Leader Traps
¢Not learning ¢Captured by
quickly wrong people
¢Isolation ¢Successor
¢Know-it-all syndrome
¢Keeping existing
team
¢Taking on too
much

19. Seven Basic Principles
1 Have two to three years to make
measurable financial and cultural

20. Seven Basic Principles
2
Come in knowing current strategy, goals, and
challenges. Form hypothesis on operating

21. Seven Basic Principles
3
Balance intense focus on priorities with
flexibility on implementation….

22. Seven Basic Principles
4 Decide about new organization
architecture

23. Seven Basic Principles
5 Build personal credibility and momentum

24. Seven Basic Principles
6 Earn right to transform entity

25. Seven Basic Principles
7 Remember there is no “one” way to
manage a transition

26. Core Tasks
¢Create Momentum
¢Master
technologies of
learning,
visioning, and
coalition building
¢Manage oneself

27. Create Momentum
¢Learn and
know about
company
¢Securing early
wins
¢First set short
term goals
¢When achieved
make a big deal
¢Should fit long
term strategy

28. Create Momentum
¢Foundation for
change
¢Vision of how the
organization will
look
¢Build political
base to support
change
¢Modify culture to
fit vision

29. Create Momentum
¢Build credibility
¢Demanding but
can be satisfied
¢Accessible but
not too familiar
¢Focused but
flexible
¢Active
¢Can make tough
calls but humane

30. Master Technologies
¢Learn from internal and external
sources

31. Master Technologies
¢Visioning - develop strategy
¢Push vs. pull tools
¢What values does the strategy embrace?
¢What behaviors are needed?

32. Master Technologies
¢Communicate the vision
¢Simple text - Best channels
¢Clear meaning - Do it yourself!

33. Enabling Technologies, con’t
¢Coalition building
¢Don’t ignore politics
¢Technical change not
enough
¢Political management
isn’t same as being
political
¢Prevent blocking
coalitions
¢Build political capital

34. Manage Oneself
¢Be self-aware
¢Define your
leadership style
¢Get advice and
counsel
¢Advice is from
expert to leader
¢Counsel is
insight

35. Manage Oneself
¢Types of help
¢Technical
¢Political
¢Personal
¢Advisor traits
¢Competent
¢ Trustworthy
¢Enhance your
status

36. How Far Can You Go?