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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.

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Presentation on theme: "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."— Presentation transcript:


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 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 ones strengths and limits, having a sense of self-worth, and recognizing the impact of emotions on others. –Self-management – keeping ones impulses under control, while also being transparent to others and demonstrating initiative and optimism. –Social-awareness – using empathy to sense other peoples 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 dont 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 todays 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 1.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? 2.Assessment – Seek feedback from others and utilize as many tools as possible to enhance your understanding of yourself. 3.Design – Seek out opportunities that will help meet requirements of the positions you seek. 4.Implementation – Take advantage of key opportunities when the present themselves. 5.Support – Continually seek out feedback and development opportunities. 6.Evaluation – Every few years measure your progress.


24 Core Competencies of the NMA Model 1.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 2.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 3.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 4.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.

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