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Perspectives on Leadership in Business. Defining Leadership Leaders use influence to inspire others to achieve maximum performance Leaders know: One person.

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Presentation on theme: "Perspectives on Leadership in Business. Defining Leadership Leaders use influence to inspire others to achieve maximum performance Leaders know: One person."— Presentation transcript:

1 Perspectives on Leadership in Business

2 Defining Leadership Leaders use influence to inspire others to achieve maximum performance Leaders know: One person can make a difference You can’t go it alone To accept the pleasantries and pitfalls that come their way To concentrate on motivating others It involves vision, integrity, compassion and the ability to transfer this to the people around them…

3 Potential Energy Dimensions of Leadership Potential Energy Dimensions of Leadership: AnimatedCreativeActive Well readGracious Modest ReliabilityGenuineFriendly Good listenerFaithfulAssertive Open mindedWell informedTruthful FairForcefulProgressive ObservantPoisedPrepared Interested in othersInspiringNatural EnergeticIntelligentLoyal ConciseCourteousEfficient HonestConfidentAmbitious DedicatedConsistentHelpful CapableVersatileCapable EnthusiasticDiscerningTemperate SincereHumbleConsiderate

4 Getting People to Commit to You Ask team members for their opinions and insights Know your area of expertise Return favors

5 A Tool Kit to Influence Others Lead by example Communicate the organization’s values Follow the rules Do some of the less desirable tasks Be humble, sincere and open minded

6 How to Get Others to Do What Needs to Get Done… Build credibility This is always earned over time Discover common grounds and motivational forces Be compelling and compassionate

7 The Six Disciplines of Credibility Discover yourself – what are your strengths and weaknesses… Affirm shared values Appreciate your constituents Develop a high capacity to perform Always serve the greater mission Sustain hope in trying times

8 The Four Major Styles of Leadership Autocratic Democratic Free Rein (Republic) Blended

9 Leadership Styles Autocratic Makes decisions Mostly in a unilateral (or close nit) fashion Expects compliance Is punitive Is dogmatic Democratic Seeks inputs and feedback for best decisions Shares decision making Rewards participation Acts with group’s approval

10 Leadership Styles Free Rein (Republic) Relinquishes independent decision making authority Elected members Exerts little authority Expects autonomy and independence from others Views leader’s role as an interface between people and the tools they use Blended Adapts to the needs of group members Evaluates projects, conditions and employees to determine how to respond Coaches

11 Factors That Influence Leadership Styles in Dynamic Work Environment Time to decision How much time is needed to make the decision? What is the team’s existing work load? Do team members tolerate ambiguity? Do team members believe in the mission? Do team members have the skills to complete the tasks?

12 The Mgt vs. Leadership Mindset Management Directing Measuring Organizing Assessing Controlling Implementing vision Focus on the status quo Leadership Coaching Motivating Trusting Empowering Listening Creating Vision Focusing on Change Dynamics Directing Coaching Empowering Controlling

13 Relational Sanguine Playful Relater Team Work People Oriented Who will do it? Styles of Leadership and their Relation to Management Personality Director Choleric Power Focus Practical Tasks Oriented What to do? Visionary Melancholy Perfect Integrator Innovation Big Picture Why do it? Intuitive Phlegmatic Peaceful Operator Documentation Details How to do it? Foremost about people Task Oriented Imagination blending into detail Painting the Big Picture Democratic Autocratic Blended + Republic Personality DynamicsStyles of Leadership sanguine means cheerfully optimistic choleric - liable to become angry or irritated melancholy - pensive sadness phlegmatic - characterized by a lack of emotion or emotional display

14 The Law of Human Connection and Leadership… “People don’t care how much you know until they know how much you care…” John Maxwell, “The 21 Irrefutable Laws of Leadership Show a genuine interest in others Build trust, support and respect BEFORE asking for help… Foster emotional involvement Stay focused on the individual – even when addressing a group Be the initiator!

15 Ten Characteristics of Leadership Leaders manage vision Leaders embrace errors – so as to make repair and change… Leaders encourage reflective output Leaders encourage different opinions Leaders possess optimism, faith and hope… Leaders understand the Pygmalion Effect The Pygmalion effect was described by J. Sterling Livingston in the September/October, 1988 Harvard Business Review. "The way managers treat their subordinates is subtly influenced by what they expect of them," Livingston said in his article, Pygmalion in Management. Leaders have the Gretzky touch Leaders see the long view Leaders understand stakeholder symmetry Leaders create strategic alliances and partnerships…

16 Leaders as Problem Solvers Problem Solving Preparation: Overcome a ridged mindset Be curious – study the problem! Practice brainstorming via the solicitation of employee inputs Build an idea log Establish a creative “space and time” Do not be afraid to borrow or build upon creative ideas

17 Leaders as Problem Solvers The Problem Solving Process: Define the problem correctly Always write down the problem statement Determine all relevant factors Develop a set of alternative solutions Think through the advantages and disadvantages of each solution Analyze and compare each of these alternatives in a systematic fashion Draw conclusions from your analysis Make sure it meets the solution needs! Chose the best alternatives Chose the best back up plans Lay out a plan of action and take action Evaluate the process, progress, people and outcomes…

18 The Five Practices of Exemplary Leadership Model the way Find your own voice and set examples Inspire a shared vision Envision the future and enlist others Challenge the process Search for opportunities and experiment Enable others to act Foster collaboration Encourage Recognize contributions and celebrate values and victories

19 Communication and Leadership Barrier Various Communication Styles Misunderstood Goals Fear of Change Culture Differences Lack of Trust Technology Possible Resolution Mediate and build a common language Develop team mission define success Impact and Benefit Ratio – Ongoing information and involvement Learn more about cultural impacts on communication Team building activities Upgrade training

20 Why to Teams Fail? Fear Internal competition Too many alternatives Impatience Lack of familiarity and trust Lack of resources and authority

21 What can be Delegated Properly Leadership and delegation Routine jobs, services and activities Technical expertise Tasks / Projects that are unfamiliar to you Jobs and tasks you enjoy the least Jobs and tasks you enjoy the most Challenges to subordinates Cross training and development Projects to self managed teams

22 How to Delegate Properly Leadership and Delegation Share visions and values Understand purpose (mission) Consistent relationship Fairness in delegation Watch out for timing and workload Communicate, in clear terms, your ideas and expectations Evaluate results for the future People, outcome and process…

23 A Model for Successful Change Leadership and Change Render all the information you can Keeping in mind the information/involvement ratio Increase urgency (in increments and honestly) Build your organization's strengths gradually via credibility, skills, connections, reputation and formal authority Get the vision right Communicate for buy in… Empower action Create short term wins Always evaluate people, process and outcome…

24 Conclusion The best managers remove organizational obstacles The best leaders bring a clear vision and purpose to people and their respective endeavors.

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