Leaders

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
 LEADERS:
vs. Managers
 MANAGERS:
 innovate  administrate
 focus on people  focus on systems and
structures
 inspire trust  rely on control
 have a short-range
 have a long-range view
view
 ask what and why  ask how and when
 have eyes on horizon  have eyes on bottom
line
 originate  initiate
 challenge status quo  accept status quo
 do the right thing  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  Vision is a
tomorrow, worthy
beyond what is
commitment
today
 Customers help  Vision generates
you see the vision supportive
 Vision inspires actions
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
 Look for the personal touch
 Screen your questioners
 Scan some Web sites
 Hang out and schmooze
 Probe past responses to personal
emergencies
LEADERSHIP:  Structures send
Remove powerful messages.
Decentralize decision
Obstacles making to the point
of customer contact
 Systems send Cross-functional
powerful teams
Simplified processes
messages. and procedures
Performance Focus on one
management customer, one
systems product, one
Reward systems product/market
Information combination
systems
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  Participative
– Theory X, Y management /
– Two-factor Theory Empowerment
– Equity
– Maslow
 Job enrichment /
– Expectancy Theory
Job design
– Goal Setting Theory  Leadership

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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

 There is no one leader personality

 You may never become a leader

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