Leadership

HRT 383

Thanks to:
Robert H. Woods and Judy Z. King, coauthors of Quality Leadership and Management in the Hospitality Industry Gary Yukl, author of Leadership in Organizations (5th Edition) Dr. Larry Kemper, presenter of Executive Leadership (ULV, Fall 2001) Jim Collins, author of Good to Great

Change & The J-Curve

What is a J-Curve? What is changing rapidly today? Why? What affect does this have on managers and leaders?

Major Areas of Change for Us

Changes in management information systems (MIS) Changes in business conditions
Changes in guests expectations
(Woods & King, 1996)

Common Changes
Flatter organizations Redistribution of power and responsibility Move of decision making (problem solving) to the lowest possible level
(Woods & King, 1996)

Results of These Changes

For managers and leaders, these changes have redefined: Roles Responsibilities Competencies
And change will continue.

For You
Getting a management job today and keeping it tomorrow requires a willingness to change on your part

Woods & King, 1996

Traditional Management Styles

High

Democratic

????

Concern for People Bureaucratic

Low

Autocratic
High

Low

Concern For Results

(Woods & King, 1996)

A Typical GM
John Kotter discovered: The typical GMs day was unplanned Most of a GMs time with others was spent in short, disjointed conversations Discussions of a single question or issue rarely lasted more than ten minutes
Woods & King, 1996

Is this Good?
Kotters findings sound like what not to do! Success comes from:

Agenda-Setting: figuring out what to do despite uncertainty, great diversity, and the flow of an enormous amount of potentially relevant information Network-Building: getting things done through a large and diverse set of people despite having little direct control over most of them

Remember Coveys phrase: Organize and execute around priorities

Management vs. Leadership

Do things right Direct operations Enforce policies and rules Design procedures and tasks Control results Foster stability
(Woods & King, 1996)

Do the right things Monitor guest expectations Communicate vision and values Manage systems and processes Support people Engage in continuous improvement

Leadership Myths
Bennis & Goldman

Born, not made

Charismatic Control and prod

Manipulate
Rare skill Only at the top

ALL MYTHS!

Leadership Defined
Paul Hersey: leadership success is much more than just showing up. It is the application of tested concepts and the timing skills necessary to get things done.

Leadership Defined
Ron Heifetz: we may find it useful to define leadership as an activity. This allows leadership from multiple positions in a social structure. A president and a clerk can both lead.

Factors of Leadership
John Kotter

Leaders understand the concepts of:

Capacity Achievement Responsibility Participation Status Situation

Effective Leader Behavior - 1

Peter Drucker

Not What do I want? but What needs to be done? Asks, What can and should I do to make a difference? Focuses on the organizational vision, mission and goals Tolerant of diversity of people no clones

Effective Leader Behavior - 2

Peter Drucker

Not afraid of strength in their associates Intolerant in the area performance, standards, and values Submit themselves to the mirror test seeks authenticity

Good to Great (Jim Collins)

Level 5 Leadership Level 5 leaders channel their ego needs away from themselves The focus is on a larger goal of building a great company Ambition is directed toward the company

Good to Great (Jim Collins)

First Who, Then What This is not just about assembling the right teamthats nothing new The main point is to first get the right people on the bus
Get the wrong people off the bus Get the right people in the right seats

Then figure out where the bus is going

Good to Great (Jim Collins)

Confront the Brutal Facts All good to great companies began the process of finding a path to greatness by confronting the brutal facts of their current reality The Stockdale Paradox We will find a way to prevail

Good to Great (Jim Collins)

Hedgehog Concept A Hedgehog Concept is not a goal to be the best It is a strategy to be the best, an intention to be the best, a plan to be the best at the one thing the company can be best at What we can be best at

Good to Great (Jim Collins)

Building the Company's Vision A company's vision is built from two components:
A core ideology An envisioned future

A core ideology cannot be word crafted into existence in an afternoon No growing pains

Three Important Factors

Woods & King

These three factors limit a managers flexibility in adopting different management or leadership styles Managers personal background Characteristics of the organizations employees Culture of the organization

What Can You Do? - 1

Work on the three factors, but in the order given Personal Background
Knowledge Skills Feelings Attitudes Behaviors Personality Experiences

What Can You Do? - 2

With management and staff
Get to know people as individuals Adjust your style with individuals Be a successful team-builder

Organizational Culture
The most challenging to affect Be flexible Be knowledgeable about alternative styles

From James OToole

We will never be able to find the perfect leader. All are flawed because all are like us.