35574905-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


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)


LEADERSHIPThe 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!!!


LEADERSHIPThe 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


Future Leaders….–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.

95% of American managers say the right thing.

5% of American managers do the right thing.

When companies derive their advantage from intellectual capital, old management styles (carrots and sticks) are not sufficient.


CORE VALUES

FairnessCommitment

FreedomWater Line


Leaders vs. ManagersLEADERS:

innovate focus on people

inspire trust have a long-range

view ask what and why have eyes on

horizon

originate challenge status

quo do the right thing

MANAGERS: administrate focus on systems

and structures rely on control have a short-

range view ask how and

when have eyes on

bottom line initiate 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.


LEADERSHIPDevelop 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.


LEADERSHIPDevelop 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 must be tomorrow, beyond what is today

Customers help you see the vision

Vision inspires

Vision is clarity Vision is a

worthy commitment

Vision generates supportive actions


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?


LEADERSHIPCustomer 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.


LEADERSHIPGreat 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:Remove Obstacles

Systems send powerful messages.Performance

management systems

Reward systemsInformation

systems

Structures send powerful messages.Decentralize

decision making to the point of customer contact

Cross-functional teams

Simplified processes and procedures

Focus on one customer, one product, one product/market 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 employee motivation

– Theory X, Y– Two-factor Theory– Equity– Maslow– Expectancy Theory– Goal Setting Theory

Reinforcement

Participative management / Empowerment

Job enrichment / Job design

Leadership


THANKS

35574905-leaders

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