Leadership

leaders.
ppt (bus1301)
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 systems
leaders.ppt (bus1301)
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)
LEADERSHIP
The Trust Factor in Leadership
● Question: How does a trust-oriented

leader differ from a Machiavellian-oriented
leader?
● Question: Which is more important, our
actions or our words?
● Question: How concerned should we be
about others?
● Recommendation: Being
trustworthy is good!!!
LEADERSHIP
The Trust Factor in Leadership
● Question: What is the role of competence

for a leader?
● Question: What is the role of open
communication for a leader?
● Question: How does formalization in an
organization undermine trust?
● Recommendation: Learning to
trust
others is also good!!!
● Management keeps an
organization running
● Leadership involves getting
things started
● Leadership involves facilitating
change
● 95% of American ● When companies
managers say the derive their
right thing. advantage from
● 5% of American intellectual
managers do the capital, old
right thing. management
styles (carrots and
sticks) are not
●Future 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.
CORE VALUES
❈Fairness
❈Commitment
❈Freedom
❈Water Line
Leaders vs. Managers
▼ LEADERS: ▼ MANAGERS:
● innovate ● administrate
● focus on people ● focus on systems
and structures
● inspire trust ● rely on control
● have a long-range view ● have a short-range
● ask what and why view
● have eyes on horizon ● ask how and when
● have eyes on bottom
● originate line
● challenge status quo ● initiate
● do the right thing ● accept status quo
● do things right
LEADERSHIP- Marks of a Great Leader
● QUESTION: WHY ARE THE FOLLOWING

TRAITS CONSIDERED CHARACTERISTICS
OF GREAT LEADERS?
▲ servicing and sacrificing

▲ initiating and risk taking
▲ needing no credit
▲ empowering others
▲ clarifying values
There Are Only Five Ways to Lead
(Article by Farkas and De Becker)
● Strategic Approach
● Human Assets Approach
● Expertise Approach
● Box Approach
● Change Approach
LEADERSHIP
Resistance to Empowerment
(Article by Williams)
● QUESTION: Why do managers resist change?
● QUESTION: Why do managers resist
suggestions?
● QUESTION: Why are managers afraid to empower
their subordinates?
● Recommendation: Don’t leave this class thinking

that you have cornered the market for good ideas
● Recommendation: Learn to recognize your
strengths and weaknesses and those of others
● Recommendation: Learn that teams always do
better than individuals, if there is a trust
relationship among the team members
LEADERSHIP - Empowerment
▼ Empowerment Strategies
▲ Avoid competition for power, status, recognition
▲ Delegate
▲ Create and communicate a vision
▲ Insist that others diligently work to achieve
meaningful goals
▲ Help others believe in their own worth and
potential
▲ Create a culture in which fear and intimidation
are replaced by trust
▲ Demonstrate a willingness to be supportive of
others
EMPOWERMENT
● Places responsibility for

spotting/solving problems on
employees.
● Requires leaders to ask for
suggestions AND lets employees
make decisions.
● Is easiest to implement in smaller,
less bureaucratic organizations.
LEADERSHIP
Develop Ownership
● There are always at least two owners of
responsibility.
● Empowerers ask questions, organize data
to confront people with reality, bring
customers and performers together.
● Empowerers insist on tough standards.
● Empowerers support and coach.
● Conversations are the grist for the
leader’s mill.
LEADERSHIP
Develop Ownership
continued…
● You can lead a horse to water, but you
can’t make him drink.
● If you want the horse to drink, make sure
the horse is thirsty.
● Head buffalo lock the barn door after the
horse is stolen.
● Lead geese make certain nothing is ever
stolen.
LEADERSHIP - Empowerment
Continued….
● Recommendation: Learn to
encourage and make full use of
your talents and the talents of
others.
LEADERSHIP - The Magic of Vision
● Vision sees what ● Vision is clarity
must be
tomorrow,
beyond what is
● Vision is a
today worthy
commitment
● Customers help
you see the vision
● Vision generates
supportive
actions
● Vision inspires
LEADERSHIP - How Vision Works
● The right vision attracts commitment
and energizes people.
● The right vision creates meaning in
workers’ lives.
● The right vision establishes a
standard of excellence.
● The right vision bridges the present
and the future.
LEADERSHIP
How You Know You Need a Vision
● Is there evidence of confusion about purpose?
● Do employees complain about insufficient
challenge?
● Do employees say they are not having fun any
more?
● Is the organization losing market share or
reputation for innovation?
● Are there signs of declines of pride in your
organization?
● Is there excessive risk avoidance?
● Is there an absence of sharing?
● Is there a strong rumor mill?
LEADERSHIP
Customer Focus
✦ What do customers really buy?
✦ Leaders focus on customers - and so
does everyone else.
✦ Leaders focus on partnering, not
selling.
✦ Leaders begin with the customer’s
needs and wants.
✦ Solving problems spurs partnerships.
LEADERSHIP
Great Performance
● Is this the best you can do?
● Remember, its leadership, not status
quo-ship.
● Thinking incrementally moves you
forward from today.
● Thinking strategically leads
backward from the future.
● How many bugs is one too many?
● Begin with the end in mind.
LEADERSHIP
Create Value-Added Strategies
● Stay close to the customer.
● The tough strategic question:
“What do I do?”
● Value is solving the customers’ problems.
● Value is doing better than anyone else.
● Value-added strategies solve the problems
that drive purchasing decisions.
● Leaders learn how to focus themselves and
everyone else on solving the customers’
problems.
Some Managers are More Than
Bosses - They’re Leaders, Too
(Horowitz)
● 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 allowed
① Look for the personal touch
② Screen your questioners
③ Scan some Web sites
④ Hang out and schmooze
⑤ Probe past responses to personal
emergencies
LEADERSHIP: ● Structures send
Remove powerful messages.
▲ Decentralize
Obstacles decision making to
the point of
● Systems send customer contact
▲ Cross-functional
powerful
teams
messages. ▲ Simplified processes
▲ Performance
and procedures
management
▲ Focus on one
systems
customer, one
▲ Reward systems
product, one
▲ Information product/market
systems combination
SEVEN SECRETS TO BUILDING:
EMPLOYEE LOYALTY
● Set high expectations
● Communicate constantly
● Empower, Empower, Empower
● Invest in their financial security
● Recognize people as often as possible
● Counsel people on their career
● Educate them
LEADERSHIP- Marks of a Great Leader
▼ 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.
● A leader is only as effective as the team
● Outperform peers
● Make excellence a habit
● Be willing to try new approaches
● Focus on what you need to do
Chapter #10 - Understanding
Employee Motivation and
Leadership
● Theories of ● Reinforcement
employee motivation
– Theory X, Y ● Participative
– Two-factor Theory management /
– Equity Empowerment
– Maslow
– Expectancy Theory
– Goal Setting Theory
● Job enrichment /
Job design

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leaders.

● Question: How does a trust-oriented

● Question: What is the role of competence

● QUESTION: WHY ARE THE FOLLOWING

▲ servicing and sacrificing

● Recommendation: Don’t leave this class thinking

● Places responsibility for

● There is no one leader personality

✔ You may never become a leader

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