Professional Documents
Culture Documents
LDRSHP
LDRSHP
What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
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
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
Common Activities
Planning
Organizing
Directing
Controlling
Planning
Leader
Manager
Devises strategy
Planning
Budgeting
Sets direction
Sets targets Creates vision
Establishes
detailed steps
Allocates
resources
Organizing
Manager Leader
Creates structure Gets people on
Job descriptions board for strategy
Staffing Communication
Hierarchy Networks
Delegates
Training
Directing Work
Manager Leader
Solves problems Empowers
Negotiates people
Cheerleader
Brings to
consensus
Controlling
Manager Leader
Implements Motivate
control systems Inspire
Performance
Gives sense of
measures
accomplishment
Identifies
variances
Fixes variances
Leadership Traits
Intelligence Personality
More intelligent Verbal facility
than non-leaders Honesty
Scholarship Initiative
Knowledge Aggressive
Being able to get Self-confident
things done Ambitious
Physical Originality
Doesn’t see to be Sociability
correlated Adaptability
Leadership Styles
Delegating Selling
Low relationship/ High task/high
low task relationship
Responsibility Explain decisions
Willing employees Willing but unable
Participating Telling
High relationship/ High Task/Low
low task relationship
Facilitate decisions Provide instruction
Able but unwilling Closely supervise
New Leaders Take Note
General Advice Challenges
Take advantage Need knowledge
of the transition quickly
period Establish new
Get advice and relationships
counsel Expectations
Show empathy Personal
to predecessor equilibrium
Learn leadership
New Leader Traps
Not learning Captured by
quickly wrong people
Isolation Successor
Know-it-all syndrome
Keeping existing
team
Taking on too
much
Seven Basic Principles
Have two to three years to make
measurable financial and cultural
progress
Come in knowing current strategy,
goals, and challenges. Form
hypothesis on operating priorities
Balance intense focus on priorities
with flexibility on implementation….
Seven Basic Principles, con’t