2. Leadership

3. What is leadership? Leading people Influencing people Commanding people Guiding people

4. Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

5. Managers vs. Leaders Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities

6. Common Activities Planning Organizing Directing Controlling

7. Planning Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision

8. Organizing Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training Leader Gets people on board for strategy Communication Networks

9. Directing Work Manager Solves problems Negotiates Brings to consensus Leader Empowers people Cheerleader

10. Controlling Manager Implements control systems Performance measures Identifies variances Fixes variances Leader Motivate Inspire Gives sense of accomplishment

11. Leadership Traits Intelligence – More intelligent than non-leaders – Scholarship – Knowledge – Being able to get things done Physical – Doesn’t see to be correlated Personality – Verbal facility – Honesty – Initiative – Aggressive – Self-confident – Ambitious – Originality – Sociability – Adaptability

12. Leadership Styles Delegating – Low relationship/ low task – Responsibility – Willing employees Participating – High relationship/ low task – Facilitate decisions – Able but unwilling Selling – High task/high relationship – Explain decisions – Willing but unable Telling – High Task/Low relationship – Provide instruction – Closely supervise

13. New Leaders Take Note General Advice – Take advantage of the transition period – Get advice and counsel – Show empathy to predecessor – Learn leadership Challenges – Need knowledge quickly – Establish new relationships – Expectations – Personal equilibrium

14. New Leader Traps Not learning quickly Isolation Know-it-all Keeping existing team Taking on too much Captured by wrong people Successor syndrome

15. Seven Basic Principles Have two to three years to make measurable financial and cultural progress Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities Balance intense focus on priorities with flexibility on implementation….

16. Seven Basic Principles, con’t Decide about new organization architecture Build personal credibility and momentum Earn right to transform entity Remember there is no “one” way to manage a transition

17. Core Tasks Create Momentum Master technologies of learning, visioning, and coalition building Manage oneself

18. Create Momentum Foundation for change – Vision of how the organization will look – Build political base to support change – Modify culture to fit vision Learn and know about company Securing early wins – First set short term goals – When achieved make a big deal – Should fit long term strategy

19. Create Momentum Build credibility – Demanding but can be satisfied – Accessible but not too familiar – Focused but flexible – Active – Can make tough calls but humane

20. Master Technologies Learn from internal and external sources Visioning - develop strategy – Push vs. pull tools – What values does the strategy embrace? – What behaviors are needed? Communicate the vision – Simple text- Best channels – Clear meaning- Do it yourself!

21. Enabling Technologies, con’t Coalition building – Don’t ignore politics – Technical change not enough – Political management isn’t same as being political – Prevent blocking coalitions – Build political capital

22. Manage Oneself Be self-aware Define your leadership style Get advice and counsel – Advice is from expert to leader – Counsel is insight Types of help – Technical – Political – Personal Advisor traits – Competent – Trustworthy – Enhance your status

23. How Far Can You Go?

24. What Makes an Effective Leader?  Traits  Behavioral  Situational

25. The factors that make an effective leader can be classified under three headings: Situational Approach Behavioral Approach Traits Approach What Makes an Effective Leader?

26. What Makes An Effective Leader?  Current thinking is that an effective leader possesses key characteristics from the Traits approach Skills and behaviors from the Behavioral Approach Use these in conjunction with appropriate responses from the Situational Approach

27. Leadership & Management

28. Leadership v/s Management ActivityManagementLeadership Creating an agenda Planning and budgeting Establishing direction Developing a human network for achieving the agenda Organizing and staffing Aligning people Executing plans Controlling and problem solving Motivating and inspiring

29. Leadership v/s Management There has to be a balance – Managers need to have some leadership skills – Leaders need to have some management skills – A mix of both is what makes a leader successful in today’s world.

30. Leadership Style

31.  Can be defined as The way in which you carry out your functions as a leader A consistent pattern of behavior A behavior that has been developed by you consciously or sub- consciously over time

32. Leadership Styles  Autocratic Leadership Style  Bureaucratic Leadership Style  Democratic Leadership Style  Laissez-Faire Leadership Style

33. Autocratic Leadership Style Manager retains as much power and decision-making authority Manager does not consult employees, nor are they allowed to give any input Should be used when: New, untrained employees join There is limited time in which to make a decision Should be avoided when: Employees expect to have their opinions heard Employees become tense, fearful, or resentful

34. Bureaucratic Leadership Style The leader ensures that everything must be done according to procedure or policy If things are not done according to the book, the manager refers to the next level above him or her Should be used when: Employees are performing routine tasks over and over Safety or security training is being conducted Should be avoided when: Employees do only what is expected of them and nothing more Employees lose their interest in their jobs and in their fellow workers.

35. Democratic Leadership Style Also called the participative style as it encourages employees to be a part of the decision making Manager shares decision making and problem solving responsibilities Can produce high quality and high quantity work for long periods of time Should be used when: Highly skilled or experienced employees When implementing operational changes Should be avoided when: New, untrained employees join When time is limited

36. Laissez-Faire Leadership Style Also known as the "hands-off¨ style. The manager provides little or no direction and gives employees as much freedom as possible All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. Should be used when: Employees are highly skilled, experienced, and educated Outside experts, such as staff specialists or consultants are being used Should be avoided when: If It makes employees feel insecure at the unavailability of a manager. The manager cannot provide regular feedback to let employees know how well they are doing or when the Manager doesn't understand his or her responsibilities and is hoping the employees can cover for him or her

37. Leading A Team

38. Leadership & Teams Forces and Leadership Style  In today’s organization teams are involved in every function  For teams to achieve maximum effectiveness it is important that appropriate leadership be shown so as to provide: Direction Motivation Cohesion  There are three forces that need to be considered Forces within you ―Influenced by background, knowledge, values and experience Forces in the team ―Influenced by the leaders personality, their relationship with the leader and their expectations of the leader Forces in the situation ―Influenced by the nature of the task, time available, customer demands, resource availability

39. Motivational Skills  Giving praise and honest appreciation when it is due The leader’s job often includes having to change the attitudes and behaviors of the followers This can be achieved by:  Calling people’s attention to mistakes - but indirectly  Talk about your own mistakes before criticizing another person  Ask questions instead of giving direct orders  Let the other person save face  Praise very improvement  Give the person a fine reputation to live up to  Use encouragement to make any fault seem easy to fix  Make the other person happy about doing as you suggest

40. Lateral Leadership

41.  Definition: Getting things done when you are not the boss  This may be required or appropriate when Cross Functional Teams are involved Project Team Management is required Lateral Leadership by Fisher & Sharp 1998 Lateral Leadership

42. Lateral Leadership Process  There is a 5 step process for lateral leadership 1. Defining the purpose by clarifying the results to be achieved 2. Think about the process and the outcomes 3. Integrate thinking and doing to learn 4. Offer everyone a challenging role so as to engage hearts, minds and bodies 5. Give clear feedback in a constructive way

43. Keeping Leadership On-Course The key components for this are what defined leadership at the beginning of this module Creating & Communicating Meaning Genuine Caring About People External Focus Awareness of the Big Picture Clear Honest Communication

44. Final Comment An army of deer led by a lion is more to feared than an army of lions lead by a deer Phillip II of Macedonia