2. Learning Objectives
2.1 Describe the behaviors that differentiate a manager from a leader.
2.2 Identify the traits held by an effective leader.
2.3 Understand why trust is important in the workplace and describe the actions a manager can take to build trust.
2.4 Compare and contrast different leadership styles and identify when each style should be used to maximize leadership effectiveness.
2.5 Understand the value of a leadership model and how it can be utilized to aid in leadership development.

3. Manager or Leader
What is the
Difference?

4. Manager – Individuals who plan, organize, direct and control the work of others in an organization.
Leader – Individuals who look to the future, chart the course for the organization, and attract, retain, motivate, inspire and develop relationships with employees based on trust and mutual respect.

5. Leaders play a key role in creating a vision and strategic plan for an organization. Managers, in turn, are charged with implementing the vision and strategic plan.
Managers can be leaders at times, and leaders can be managers, although a leader does not have to be a manager to lead.

8. What is Leadership?

9. Leadership is the process of influencing and supporting others to follow you and do willingly the things that need to be done.
Traits of good leaders:
Energy
Desire
Integrity
Self-confidence
Judgment

10. Emotional Intelligence (EI)?
What is
Emotional
Intelligence (EI)?

11. Emotional Intelligence (EI) is a challenging combination of self-awareness and self-management, plus social awareness and the ability to manager personal relationships with others.
Four Components of Emotional Intelligence:
Self-awareness – knowing one’s strengths and limits, having a sense of self-worth, and recognizing the impact of emotions on others.
Self-management – keeping one’s impulses under control, while also being transparent to others and demonstrating initiative and optimism.
Social-awareness – using empathy to sense other people’s emotions, understand their perspectives, and taken an interest in their priorities.
Relationship management – being a catalyst for change, building bonds with others, inspiring them with a vision, and influencing them through a range of tactics.

12. Leadership Myths Some common leadership myths include:
Leaders are born, not made
Leaders must be charismatic
Leaders don’t delegate the important stuff
Leadership exists only at the top
Leadership incompetence results from too little of “the right stuff.”
Leaders need to keep others at a distance

13. What Personal Traits are Important to Leaders?
Traits are good predictors of leadership emergence, rather than leadership effectiveness.
This means that certain traits have been found to be important in influencing others’ perceptions of leadership
People who possess these certain traits may be more likely to be perceived as a leader by others, but these people are no more likely to be effective leaders.

14. Important Leadership Traits
The follow traits have been found to be important to leaders:
Intelligence
Dominance
Sociability
Self-monitoring
High energy or drive
Self-confidence
Tolerance for ambiguity

15. Traits Others Admire in Leaders
The following four characteristics are what others admire in successful leaders or managers.
Honest
Forward-looking
Inspiring
Competent
Leadership traits are not good predictors of leadership effectiveness.
Great managers are able to show people they have what it takes even when they do not fit a preconceived mold.

16. What Does it Take to be a Leader
Effective leaders are characterized by their ability to:
Challenge the process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heard

17. Trust and Leadership
Trust is the belief by employees that their supervisor will consistently behave with integrity.
How does a manager build trust?
Behave consistently and keep your promises.
Express sincere concern for employees.
Show respect for employees
Communicate clearly. Be candid.
Avoid threatening the values of others.
Demonstrate that you trust them.

18. What is a Leadership Style?
Concept – Leadership styles range widely from a job or task centered orientation, to a people or relationship centered one, with many other combinations. A participative style has special merit for consideration with today’s workforce.
Style of Leadership – Refers to the total approach a supervisor uses with employees and co-workers. It is a combination of traits, skills, attitudes and behaviors.

19. 3 Styles of Leadership
Autocratic Leadership: The leader sets goals makes decisions, gives orders, and demands obedience. May reduce employee commitment, cause absences and turnover.
Democratic Leadership: The leader presents a problem to the group to solve, or solicits ideas. Needs teamwork. Can delay decisions or cause excessive compromise.
Participative Leadership: Fully involves employees in decision making so their ideas are used and they are committed to success.

20. How to Develop Leadership Capacity
Assessment: Getting external feedback from multiple sources can be a strong catalyst for personal growth.
Be Assertive: An assertive effort to get cross-functional roles and stretch assignments assists in leadership development
Get Help: Leaders do not develop by themselves, managers with a network of support are more likely to build leadership capacity.

21. On-the-Job Experiences
Experience and hands-on learning are crucial in developing leadership capabilities. There are essentially five types of on-the-job experiences:
Jobs that transition managers to a different position.
Jobs that let managers create or institute change in the workplace.
Jobs that allow managers to assume a high-level of responsibility.
Jobs that provide managers the opportunity to manage boundaries or work within situations that lack formal authority.
Jobs that expose managers to diversity.

22. Leadership Development Plan
Initial Diagnosis – What do you value? What do you want out of your career? Where do you see yourself in 5, 10, and 20 years?
Assessment – Seek feedback from others and utilize as many tools as possible to enhance your understanding of yourself.
Design – Seek out opportunities that will help meet requirements of the positions you seek.
Implementation – Take advantage of key opportunities when the present themselves.
Support – Continually seek out feedback and development opportunities.
Evaluation – Every few years measure your progress.

24. Core Competencies of the NMA Model
Mobilize Individual Commitment for Change
Stress open and honest communications
Energize, excite and motivate others
Lead by example with high expectations
Convey purpose and mission to motivate others
Celebrate successes and learn from disappointments
Implement continuous improvement
Build teams to maximize success
Inspire in ways consistent with organizational values

25. Core Competencies of the NMA Model
Set Direction
Maintain internal and external customer focus
Translate strategy into actionable objectives and plans
Share vision, values and accountability at all levels
Maintain direction and consistency
Create a win-win atmosphere
Create an environment where all can take risks, create, contribute and learn
Seize changes as opportunities

26. Core Competencies of the NMA Model
Engender Organizational Capability
Take advantage of diversity
Provide effective controls/metrics
Mentor and coach for growth and success
Maintain an effective customer network to spot issues
Demonstrate strong operational skills
Use complexity as leverage
Ensure operational performance
Capitalize on unanticipated opportunities

27. Core Competencies of the NMA Model
Demonstrate Personal Character
Model organizational values
Earn trust and respect
Promote integrity and ethical behavior
Meet your commitments
Be accountable for your actions and decisions
Keep promises under pressure
Marshall all leadership attributes

28. Core Competencies of the NMA Model
Reflect the skills, behaviors, and imperatives for the enterprise and the individual to thrive. They must be aligned and integrated throughout.
Setting direction (red), mobilizing individual commitment for change (blue), and engendering organizational capability (yellow) comprise three of the four core competencies.
They will not be fully realized unless they leader demonstrates the personal character (green) that fosters the necessary relationships and creates an atmosphere of trust.
Success is realized when strategic leadership development efforts are proven to be linked to positive organizational outcomes.