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Dr. Leo Maganares Professor Organizational Leadership, University of Phoenix.

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Presentation on theme: "Dr. Leo Maganares Professor Organizational Leadership, University of Phoenix."— Presentation transcript:

1 Dr. Leo Maganares Professor Organizational Leadership, University of Phoenix

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3 John Kotter Konosuke Matsushita Emeritus Professor of Leadership at Harvard Business School Most U.S. corporations today are over-managed and under-led. Leadership and management are two distinctive and complementary systems of action…… Both are necessary for success in an increasingly complex and volatile business environment.

4 Warren Bennis Founding chairman of University of Southern Californias Leadership Institute Professor of business administration at the USC Marshall School of Business Advisory board chairman of the Center for Public Leadership at Harvards Kennedy School More quotes from Warren Bennis: Failing organizations are usually over-managed and under-led

5 Warren Bennis The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager accepts reality; the leader investigates it. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing. Retrieved from:

6 John Maxwell SOF0X5E Evangelical Christian author, speaker, and pastor Author of more than 50 books, primarily focusing on leadership A New York Times, Wall Street Journal, and Business Week best-selling author

7 Law The Law of the Lid – Leadership Ability Determines a Persons Level of Effectiveness The Law of Influence – The True Measure of Leadership is Influence – Nothing More, Nothing Less The Law of Process – Leadership Develops Daily, Not in a Day The Law of Navigation – Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course The Law of Addition – Leaders Add Value by Serving Others

8 Law 6-11 The Law of Solid Ground – Trust Is the Foundation of Leadership The Law of Respect – People Naturally Follow Leaders Stronger Than Themselves The Law of Intuition – Leaders Evaluate Everything with a Leadership Bias The Law of Magnetism – Who You Are Is Who You Attract The Law of Connection – Leaders Touch a Heart Before They Ask for a Hand The Law of the Inner Circle – A Leaders Potential Is Determined by Those Closest to Him

9 Law The Law of Empowerment – Only Secure Leaders Give Power to Others The Law of the Picture – People Do What People See The Law of Buy-In – People Buy into the Leader, Then the Vision The Law of Victory - Leaders Find a Way for the Team to Win The Law of the Big Mo – Momentum Is a Leaders Best Friend

10 Law The Law of Priorities – Leaders Understand That Activity Is Not Necessarily Accomplishment The Law of Sacrifice – A Leader Must Give Up to Go Up The Law of Timing – When to Lead Is As Important As What to Do and Where to Go The Law of Explosive Growth – To Add Growth, Lead Followers – To Multiply, Lead Leaders The Law of Legacy – A Leaders Lasting Value Is Measured by Succession

11 Leadership Styles

12 Change

13 Is the need for change a new concept? Ta panta rhei kai ouden menei. "Everything flows, nothing stands still. Heraclitus (535–475 BC) pre-Socratic Greek philosopher

14 Is the need for change a new concept? I cannot say whether things will get better if we change; what I can say is they must change if they are to get better. Georg Christoph Lichtenberg (1 July 1742 – 24 February 1799)

15 Change in 56 Years

16 Forces for Change Examples

17 Individual Sources Resistance to Change

18 Overcoming Resistance to Change Education and Communication Participation Building Support and Commitment Negotiation Manipulation and Cooptation Selecting People Who Accept Change Coercion

19 Approaches to Managing Organizational Change Kurt Zadek Lewin (September 9, February 12, 1947), a German-born psychologist, is one of the modern pioneers of social, organizational, and applied psychology psychologistsocialorganizationalapplied psychology

20 Kotters Eight-Step Plan for Implementing Change

21 Characteristics of a Learning Organization Source: Based on P. M. Senge, The Fifth Discipline, (New York: Doubleday, 1990).

22 Imagination is more important than knowledge. Albert Einstein Image retrieved from

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