1. LEADERSHIP OR MANAGEMENT–
WHICH ONE DO WE NEED?

2. Leadership

3. If you want to be a leader, who do you need?

5. Why Would Someone Follow Me?

6. What is
LEADERSHIP?

7. Any attempt to influence others
Leadership
Any attempt to influence others

8. Leadership
Leadership is the influencing process of leaders and followers to achieve objectives through action.

9. Key Elements of Leadership
Influence
Organizational
Objectives
Relationships
Leadership
Change
People

10. What is Leadership? Leadership myths Leadership and moral/ethics
Leadership is power (with people rather than over people)
Leaders are born (but leaders are also “made”)
People resist their leaders (most groups accept the need for a leader)
All groups have leaders (large groups tend to require a leader)
Leaders make or break their groups
The “romance of leadership” exaggerates the impact of a leader
Leaders do make a difference (e.g., sports teams)

11. Leadership theories Trait theories Behavioral theories
Situational theories
Transformational theories
New approaches, models and theories
(feminine aproach, self-leading groups)

12. Two Attributes of Level 5 Leaders
Being someone
who prefers to share credit rather than hog it
who tends to shun public attention,
act with calm determination, and
exercise ambitions on the company’s behalf rather than one’s own
The ability to translate strategic intent into the resolve needed to pursue a strategy
and usually to make hard choices over a period of time
Professional will
Professional modesty

13. Management

14. Management
Management is formal position defined by organizational strucutre
There is no unformal management
Management is craft

15. Management as Craft Managing processes Managing products/services
Managing clients/market
Managing resources (finance, information, raw materials...)
Managing people

16. Management Circle
Analysing
Planning
Executing
Follow-up

17. Leadership vs Management

18. Group the words from the next slide into two groups:
a) one that describes leadership
b) one that describes management

19. Inovation
Planning
Maintain
Clarification
Do the right things
Consistency
Ask “Why” and “What”
Strategy
Ask “How” and “When”
Structure
Improvement
Versatility
Facilitation
Do thing right
Performance
Fulfillment
Develop
Inspiration

20. Managers vs. Leaders Managers Maintain Planning Ask “How” and “When”
Do things right
Performance
Improvement
Consistency
Clarification
Structure
Leaders
Develop
Inspiration
Ask “Why” and “What”
Do the right things
Fulfillment
Inovation
Versatility
Facilitation
Strategy

21. Managers vs Leaders May Have Managerial Authority and Influence Others
Appointed and
Have Formal
Authority
Managers
Leaders
Are managers and leaders the same words? Not necessarily.
Managers are appointed and have legitimate power and authority.
Leaders may either be appointed or emerge from within a group; leaders influence others to perform beyond the actions dictated by formal authority.
For the purposes of our discussions, we will say that leaders have manager authority and do influence others. 4 4

22. Leadership and Management
Common
Communication
Development
Decision-making
Integrity
Role model
Negotiation
Knowledge
Professional competence
Setting standards
Flexibility & focus
Leadership
Inspiration
Transformation
Direction
Trust
Empowerment
Creativity
Innovation
Motivation

23. Leaders vs. Managers Manager has direct reports
Leader creates followers

24. Leaders vs. Managers Power
Manager has power over people
Leader has power with people

25. Leadership, Management and Coping
Leadership, Management And Coping are parts of a continuum that describes how we respond to events, change and challenges.

26. Leadership-Management Continuum
Coping

27. Coping Reactive is response to problems as they occur.
People do not think ahead and simply try to “cope” with problematic situations.

28. Coping is dominant
Leadership
Coping
Management

29. Coping is dominant when organizational behavior is:
Reactive
Often in “crisis management” mode
Running to keep in place

30. What happens when coping is too dominant?
1. Panic reactions
2. Confusion and chaos
3. Waste of time, human and other resources
4. Error chains
5. Problems multiply

31. Management is dominant
Coping
Leadership
Management

32. Management is dominant when:
Rules become more complex and rigid.
Managers see organizations as “machines”.
Managers “direct” change through a linear plan and “fixing” mode.

33. What happens when management becomes too dominant?
1. Problems grow because rigid rules dampen creativity.
2. “Control” organizational climate.
3. Bureaucratization.

34. Leadership vs Management
Conclusion

35. Leadership or management – which one do we need?
Conclusion
Leadership or management – which one do we need?

36. We need influential managers and crafted leaders
Conclusion
We need influential managers and crafted leaders
SO, WE NEED BOTH

37. What is the essence of the leadership?
Try to make it simple, crucial and understadable to anybody with only one word

38. LOVE