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The Great Way Vol.1

The Great Way Vol.1

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Published by trijunarso714

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Published by: trijunarso714 on Nov 14, 2008
Copyright:Attribution Non-commercial


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Ø ‘L à ‘LED’ - Be a model the way to follow. Leaders
must set a good example for their followers
Ø ‘E’ à ‘Encourager’ - A leader is supposed to look for
ways that add value to his followers; help his/her
followers realize their full potential; and invest time or
training in his/her followers
Ø ‘A’ à ‘Attitude’ - Leaders who do not want to be
around people have a bad attitude. The leaders
should be sensitive to people; attitude helps them to
understand who they are.
Ø ‘D’ à ‘Developer’ – A leader should equip people in
the ministry in order to develop them; helps followers
to get to a point where they would not need him/her
to get things done.
Ø ‘E’ à ‘Endurance’ – As a leader, we will be judged
by not how we start but by how we finish.
Ø ‘R’ à ‘Resilience’ - Have the ability to bounce back,
ability to keep going up, irrespective of opposition, to
reach a stronger and higher level.

Principles of Value Leadership

1. Value Human Relationships: Hire people who share
corporate values and treat employees with respect;
create an environment in which people who fit with
their cultures create superior value
2. Foster Teamwork: Encourage people from different
functions to work together for corporate ends; solve


problems more quickly and develop more profitable
solutions to business problems
3. Experiment Frugally: Encourage employees to
develop new products and processes without
spending too much money; experiment frugally which
can tap employees for ideas that lead to new
products and streamlined operations
4. Fulfill Commitments: Say what you'll do and do what
you say; build trust between company and
employees, customers, and communities
5. Fight Complacency: Defeat the arrogance that often
comes from success; encourage doing what allowed
people to become successful in the first place.
6. Win Through Multiple Means: Sustain market
leadership; create superior value for customers.
Interaction among the skills is often the most difficult
aspect of the strategy for competitors to understand
and replicate
7. Give to Your Community: Contribute corporate time
and money to people or organizations outside the
company's core circle of operations. When
companies let employees pick the recipients of
corporate charity, they feel better about the company
because the company is giving them a chance to feel
the joy of giving. When companies enrich their local
communities, they can overcome community
resistance to change. When companies solve a big
societal problem, they exercise a unique power to
enhancing their global reputations.



Leader And Manager

Leadership and management are vital to success, but
organizations must recognize the difference between the two.
The differences between leader and manager briefly include
but not limited to:



Seek influence

Seek control

Attract followers

Pull, prod, push followers
Emphasize what is invisible Emphasize what is visible
Focus on becoming

Focus on doing

Concerned about the

Concerned about the physical

Show originality

Copy other

Mission oriented

Goal oriented

Focus on the whole

Focus on the parts

Provide meaning

Provide form & structure

Play with the boundaries

Stay within the boundaries

Promote instability

Preserve stability

Do the right things

Do things right



Long-term perspective

Short-term perspective

Create what does not yet

Administer what already exists

Steward resources

Administer resources
Train for self development Train for skill development
Influence through love & Influence through power &




Seek to serve followers

Expect followers to serve

Where we are going

How we are going to get there

Deal with the interpersonal
aspects of a manager's job Plan, organize, and control.
Seize opportunities

Avert threats


directed toward the
achievement of goals.

Given formal authority to
direct the activity of others in
fulfilling organization goals.

Establish direction - develop
a vision of the future and
determine the strategies for
producing the desired

Establish the steps needed to
achieve specific results,
create a timeline for
completing those steps, and







Align people - communicate
the vision to those whose
cooperation is needed and
form coalitions to support
the change.

Establish the structure needed
to implement the plan and
then organize and staff -
acquire and assign the
needed personnel.

Motivate and inspire -


overcome barriers to

Control and problem solve -
monitor results and take
action to correct deviations
from the plan.

Amplify strengths

Reduce weaknesses



inspiration, motivation, and

Deal more with carrying out
the organization's goals and
maintaining equilibrium.

Not possess the formal
power to reward or sanction

Have to rely on formal
authority to get employees to
accomplish goals.
Produce change - disrupt Produce order - establish


the status quo and
encourage creativity and

stability, predictability, and

Deal with getting people to
do what needs to be done Task and process oriented
Cope with change

Cope with complexity

Execute the win with

Set up the win with perfection
for her team

Harness the power inherent
in human motivation.

Rely on authority to make
things happen

Leading people

Managing work

Have followers

Have subordinates

Facilitate decision

Make decision

Power comes from personal

Power comes from formal

Appeal to heart

Appeal to head

His/her energy is passion

His/her energy is control



Persuade by selling

Persuade by telling




Leadership style: transactional

Excitement for work

Money for work

Preference - striving

Preference - action

Want achievement

Want results

Take risk

Minimize risk

Break rules

Make rules

Use conflict

Avoid conflict

Show new direction

Use existing direction

Seek truth

Establish truth

His/her concern - What is

His/her concern - Being right

Give credit

Take credit

Take blame

Blame others


Create future

Maintain present

Plan from imagination

Plan from memory

Motivate people

Manage things

Process driven

Product driven

Value anchored

Technically anchored

Opportunity driven

Crisis driven

One key difference is that a manager's authority derives from
the organization while a leader's authority comes from the

People do as a manager says because the organization has
given the manager the authority to speak and act on behalf of
the organization. If employees wish to remain in the
organization, they must respect the manager's authority.
Employees may not respect the manager, but they do respect
the authority the manager has been given.
Followers follow the direction of leaders by choice. The leader
remains in the lead role only as long as followers choose to
follow. Followers can revoke a leader's authority by
withdrawing their consent to follow. A consideration of
authority leads to a discussion of power.
Managers tend to use power derived from their position and
their control of rewards and punishments. Positional or
legitimate power derives from the manager's position in the

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