ppt (bus1301)

Great Leaders Live with integrity, lead by example develop a winning strategy or ³big 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)
leaders.ppt (bus1301)

our actions or our words? Question: How concerned should we be about others?    Recommendation: Being trustworthy is good!!! leaders.ppt (bus1301) .LEADERSHIP The Trust Factor in Leadership  Question: How does a trust-oriented leader differ from a Machiavellian-oriented leader? Question: Which is more important.

ppt (bus1301) .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!!! leaders.

 Management keeps an organization running  Leadership involves getting things started  Leadership involves facilitating change leaders.ppt (bus1301) .

old management styles (carrots and sticks) are not sufficient. leaders. When companies derive their advantage from intellectual capital. 5% of American managers do the right thing.  95% of American managers say the right thing.  Future Leaders«. ±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.ppt (bus1301) .

ppt (bus1301) .CORE VALUES Fairness Commitment Freedom Water Line leaders.

Managers  MANAGERS:       innovate focus on people inspire trust have a long-range view longask what and why have eyes on horizon originate challenge status quo do the right thing    administrate focus on systems and structures rely on control have a short-range shortview ask how and when have eyes on bottom line initiate accept status quo do things right leaders.ppt (bus1301) . LEADERS:          Leaders vs.

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 leaders.LEADERSHIPLEADERSHIP.ppt (bus1301) .

There Are Only Five Ways to Lead (Article by Farkas and De Becker)  Strategic  Human Approach Approach Assets Approach Approach Approach  Expertise  Box  Change leaders.ppt (bus1301) .

if there is a trust relationship among the team members    leaders.ppt (bus1301) .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.

status.LEADERSHIP .Empowerment  Empowerment Strategies        Avoid competition for power. 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 leaders.ppt (bus1301) .

 Is easiest to implement in smaller.ppt (bus1301) .  leaders.  Requires leaders to ask for suggestions AND lets employees make decisions. less bureaucratic organizations.EMPOWERMENT Places responsibility for spotting/solving problems on employees.

Empowerers insist on tough standards.LEADERSHIP Develop Ownership      There are always at least two owners of responsibility.ppt (bus1301) . Conversations are the grist for the leader¶s mill. leaders. Empowerers ask questions. bring customers and performers together. organize data to confront people with reality. Empowerers support and coach.

LEADERSHIP Develop Ownership continued«     You can lead a horse to water.ppt (bus1301) . Head buffalo lock the barn door after the horse is stolen. Lead geese make certain nothing is ever stolen. but you can¶t make him drink. leaders. make sure the horse is thirsty. If you want the horse to drink.

Empowerment Continued«.ppt (bus1301) . Learn to encourage and make full use of your talents and the talents of others.LEADERSHIP .  Recommendation: leaders.

LEADERSHIP .The Magic of Vision  Vision sees what must be tomorrow. beyond what is today Customers help you see the vision Vision inspires   Vision is clarity Vision is a worthy commitment Vision generates supportive actions    leaders.ppt (bus1301) .

 The right vision creates meaning in workers¶ lives.  The right vision bridges the present and the future.  The right vision establishes a standard of excellence.How Vision Works The right vision attracts commitment and energizes people.ppt (bus1301) .  leaders.LEADERSHIP .

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? leaders.ppt (bus1301) .

ppt (bus1301) . Leaders focus on partnering. not selling. Solving problems spurs partnerships.LEADERSHIP Customer Focus What do customers really buy? Leaders focus on customers .and so does everyone else. Leaders begin with the customer¶s needs and wants. leaders.

 How many bugs is one too many?  Begin with the end in mind.  Thinking strategically leads backward from the future.  leaders. its leadership. not status quo-ship.ppt (bus1301) .  Thinking incrementally moves you forward from today.LEADERSHIP Great Performance Is this the best you can do?  Remember.

The tough strategic question: ³What do I do?´ Value is solving the customers¶ problems. leaders.ppt (bus1301) . Value-added strategies solve the problems that drive purchasing decisions. Leaders learn how to focus themselves and everyone else on solving the customers¶ problems.LEADERSHIP Create Value-Added Strategies Value      Stay close to the customer. Value is doing better than anyone else.

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 leaders.ppt (bus1301) .Some Managers are More Than Bosses .

ppt (bus1301) .Look for the personal touch Screen your questioners Scan some Web sites Hang out and schmooze Probe past responses to personal emergencies leaders.

one product/market combination . one product.  Decentralize Systems send powerful messages.ppt (bus1301) decision making to the point of customer contact  Cross-functional teams  Simplified processes and procedures  Focus on one customer.LEADERSHIP: Remove Obstacles   Structures send powerful messages.  Performance management systems  Reward systems  Information systems leaders.

ppt (bus1301) .SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY        Set high expectations Communicate constantly Empower. Empower Invest in their financial security Recognize people as often as possible Counsel people on their career Educate them leaders. Empower.

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. leaders.LEADERSHIPLEADERSHIP.ppt (bus1301) . 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  leaders.ppt (bus1301) .

Chapter #10 .Understanding Employee Motivation and Leadership  Theories of employee motivation ± ± ± ± ± ± Theory X.ppt (bus1301) . Y TwoTwo-factor Theory Equity Maslow Expectancy Theory Goal Setting Theory   Reinforcement Participative management / Empowerment Job enrichment / Job design Leadership   leaders.

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