Leadership and 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 vs. Managers
 LEADERS:  MANAGERS:
 innovate  administrate
 focus on people  focus on systems
and structures
 inspire trust  rely on control
 have a long-range view  have a short-range
 ask what and why view
 have eyes on horizon  ask how and when
 have eyes on bottom
 originate line
 challenge status quo  initiate
 do the right thing  accept status quo
 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
 Vision generates
 Customers help supportive
you see the vision actions
 Vision inspires
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
Obstacles decision making to
the point of customer
 Systems send contact
powerful  Cross-functional
teams
messages.
 Simplified processes
 Performance and procedures
management
 Focus on one
systems
customer, one
 Reward systems product, one
 Information product/market
systems combination
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

Leadership and Leaders

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Leadership and Leaders

Uploaded by

Copyright:

Available Formats

leaders.

 Question: What is the role of competence

 QUESTION: WHY ARE THE FOLLOWING

 servicing and sacrificing

 Places responsibility for

 Vision sees what  Vision is clarity

 The right vision attracts commitment

 There is no one leader personality

 You may never become a leader

You might also like