Leading

What is Leading?

• Leading is the use of communication by a manager

to guide, motivate, influence, and direct people’s
efforts towards achievement of organization goal.
The way a manager leads greatly affects employees
morale within the department and company as a
whole. Managers should create a climate that
encourages new ideas and employee input. The
more the employees feel that they have a say in the
company, the more they will be willing to share
ideas and attempt to find better ways to improve
processes
Leadership
 What is leadership?

Leading people

Influencing people

Commanding people

Guiding people
• A manager must be an effective leader as
well as an effective communicator. A
manager that shares information and lets
employees know the latest news in the
company is that one which is deemed
trustworthy by his or her employees.
Employees feel little loyalty or trust
towards a manager who does not readily
give out information.
• An effective leader inspires employees, which
allows those employees to feel like they are
making a meaningful contribution to the
company. Satisfied employees generally work
harder and take more ownership in their job
positions. A good leader is honest, intelligent,
and very creative in their knowledge of their job.
• Great leaders in an organization affect the
employees they supervise, but they also inspire
those in other parts of the company..
 When organizations managers do this, it result in a
highly-coordinated effort to please both customers
and employees.
How do Leaders influence others?
Leaders in any organization rely on six types of
power. Leaders use some or all of their powers
stipulated by the virtue of their positions and
personalities.
Effective leadership can be associated with
certain characteristics like those listed below.
 Sources of Leader power
However, the approaches vary by level.
1. Legitimate power: power that stems from the
position and the authority vested in the
position.
2. Coercive power: power that depends on ability
to punish others when they fail to execute the
assigned tasks (suspension, reprimand,
warnings, demotion, terminations etc.)
3. Reward power: power that is based on capacity
to control and provide valued rewards to
others (pay raise, promotion, bonuses, time off)
Sources of Leader power (cont.)
3. Expert power: power that is based on
possession of expertise that is valued by
others( knowledge, technical skills,
experience etc.)
4. Referent power: power that results from
being admired, personally identified with,
liked by others (such as when we like people
and want to be like them, or follow their
directions and have loyalty toward them).
Sources of position and personal power
 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
Manager Leader
• Planning • Devises strategy
• Budgeting • Sets direction
• Sets targets • Creates vision
• Establishes detailed steps
• Allocates resources
 Organizing
Manager Leader
• Creates structure • Gets people on board
• Job descriptions for strategy
• Staffing • Communication
• Hierarchy • Networks
• Delegates
• Training
 Directing Work

Manager Leader
• Solves problems • Empowers
• Negotiates people
• Cheer leader
• Brings to
consensus
 Controlling
Manager Leader
• Implements control systems
• Motivate
• Performance measures • Inspire
• Identifies variances • Gives sense of
• Fixes variances accomplishment
 Approaches for identifying leaders
behaviors
• Early approaches were focused on traits (Distinctive
qualities an individual possesses such as physical,
personal characteristics, skill and social factors) of an
effective leader; however studies have not found any
specific trait(s) that are universally effective for all
leaders.
• Contingency theories analyze situational differences
and the realization that effective leadership involves
more than specific traits or behaviors. Fred Fiedler
suggested that the match between the leader’s style and
the needs of the follower play was important for
effective leadership.
 Paul Hersey and Ken Blanchard developed
Situational Leadership Theory which focuses
on the readiness of the followers.
Other leadership approaches include:
• Transformational leaders make drastic
changes
• Transactional leaders clarify roles and task
requirements
• Self-leadership uses work teams
 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
(flexibility)
 Leadership Styles
Leadership style is a reoccurring pattern of behaviors
exhibited by leaders. There are four different styles of
leadership:
1. Autocratic leader: uses a command and control leadership.
They are concerned with emphasizing tasks over people and
retaining authority and information.
2. Human relations style: is the complete opposite of the
autocratic. They choose to have people over tasks.
3. Laissez-faire Style: focuses on the least amount of effort to
get work done. The leader gives group a complete freedom
while providing necessary materials and only answers
questions
4. Democratic style of leadership: is concerned with both tasks
and people.
 New Leaders Take Note

•• Challenges
General Advice
––Need
Takeknowledge
advantage of
quickly
the transition
– Establish new relationships
period
– Expectations
––Personal
Get advice and
equilibrium
counsel
– Show empathy to
predecessor
– Learn leadership
 New Leader Traps
• Not learning quickly
• Captured by
• Isolation wrong people
• Know-it-all • Successor
• Keeping existing teamsyndrome
• Taking on(assuming) 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
• Decide about new organization
architecture
• Build personal credibility and
momentum
• Earn right to transform entity
• Remember there is no “one” way to
manage a transition
 Core Tasks

• Create Momentum
• Master technologies
of learning,
visioning, and
partnership building
• Manage oneself
 Create Momentum
• Learn and know • Foundation for
about company change
• Securing early – Vision of how the
wins organization will
– First set short look
term goals – Build political
– When achieved base to support
make a big deal change
– Should fit long – Modify culture to
term strategy fit vision
 Create Momentum
• Build credibility
– challenging but
can be fulfilled
– easy to get to but
not too
recognizable
– Focused but
flexible
– Active
– Can make tough
calls but humane
 Master Technologies

• Learn from internal and external sources

• Visioning - develop strategy
– Push vs. pull tools (tactics
– What values (ethics, Principle) does the strategy
embrace?
– What behaviors (styles) are needed?
• Communicate the vision
– Simple text - Best channels
– Clear meaning - Do it yourself!
Enabling Technologies, con’t
• Coalition building
– Don’t ignore politics
– Technical change not
enough
– Political management
isn’t same as being
political
– Prevent overcrowding
coalitions
– Build political capital
 Manage Oneself
• Types
Be self-aware
of help
• – Technical
Define your leadership style
• – Political
Get advice and counsel
–
– Personal
Advice is from expert to leader
• Advisor
– Counseltraits
is imminent
– Competent
– Trustworthy
– Enhance your status