1. Leading With a Vision
Team Adam van Kooten

2. Power and Influence
Summary: The foundations/basis of effective leadership lie in the way a manager/leader uses power to influence the behaviour of other people. Power is the ability to get things done through persuading other people to do it for you. This use of power is not used for the sake of personal satisfaction, but it is used to influence and control people for the good of an entity or for an organization as a whole. This positive use of power is essential for effective leadership.

3. Power and Influence
Power: The ability to do or act; capability of doing or accomplishing something
Influence: The power of persons or things to be a compelling force on the actions, opinions, and behaviours of others

4. Power and Influence Why is power essential to executive success?
Power is essential to executive success because of its ability to strengthen one's leadership skills
Power gives you authority over others, but if you use power well, it can make them feel safe and comforted, given that the leader can prevent any negative actions against them
Power invokes confidence, which gives the leader and those who follow him/her more entrustment in him/herself and their ability to make decisions

5. Power and Influence Different Forms of Power
Reward Power: is the ability to influence through rewards. It is the capacity to offer something of value as a means of influencing other people for a positive outcome. This includes the control of rewards or resources. This includes raises in pay, bonuses, promotions, rare/special tasks or written compliments. (power of position)
Coercive Power: Is the ability to influence through punishment. It is the capacity to punish or take away positive outcomes as a method of influencing other people. This is shown in the form of threatening, with verbal reprimands, pay penalties, and even termination.(power of position)
Legitimate Power: is the ability to influence through authority. It is the capacity to influence other people by virtue of formal authority, or the rights of office. (power of position)
Expert Power: is the ability to influence through special expertise. It is the capacity to influence the behaviour of other people because of one’s knowledge and skills. Expertise involves the possession of technical understanding or information at hand.(power of the person)
Referent Power: It is the ability to influence through identification. Is the capacity to influence other people because of their desire to identify personally with. This is the power that comes from charisma or interpersonal attractiveness. It is expanded and maintained through relations with others and encourage respect from others.(power of person)

6. Types of Power

8. Position and Personal Power
Position Power
There are three types of position power
Reward Power
Coercive Power
Legitimate Power
Examples
Reward Power: Managers
Coercive Power: Adolf Hitler
Legitimate Power: Armed Forces

9. Position and Personal Power
There are two bases of personal power:
Expert Power
Referent Power
Expert Power: Professor
Referent Power: Professional Athlete

11. Power and Influence
There are four points when building managerial power:
There is no substitute for expertise
Likeable personal qualities are very important
Effort and hard work breed respect
Personal behaviour must match expressed values
Managers gain power by establishing networks of interpersonal contacts and getting involved in the information flows within them
Criticality is important to gain power, managers must take good care of others who are dependent on them.
Visibility is also important, it helps to become known as an influential person in an organization.
Managers gain power by performing well in formal presentations, on key task forces or committees and in special assignments that display their talents and capabilities.

12. Leadership Traits and Behaviours
Leadership is a process of social influence in which a person can enlist the aid and support of to complete a common task. Some simply view leaders as someone who people follow; while others define leadership as organizing a group of people to achieve a common goal.
Traits: a distinguishing characteristic or quality, especially of one’s personal nature
Behaviour: manner of behaving or acting
different leaders have different traits pertaining to their leadership style. each style has their individual pros and cons

13. 8 Leadership Traits
Employees rather consistently admired leaders who were honest, competent, forward-looking, inspiring, and credible.
The 8 leadership traits:
Drive: Successful leaders have high energy, display initiative, and are tenacious
Self- confidence: Successful leader trust themselves and have confidence in their abilities
Creativity: Successful leaders are creative and original in their thinking
Cognitive ability: Successful leaders have the intelligence to integrate and interpret information
Business Knowledge: Successful leaders know their industry and its technical foundations
Motivation: Successful leaders enjoy influencing others to achieve shared goals
Flexibility: Successful leaders adapt to fit the needs of followers and demands of situations
Honesty and Integrity: Successful leaders are trustworthy; they are honest, predictable, and dependable.

14. Leadership Qualities of Steve Jobs
Adaptability- Jobs was open to criticism and was able to admit flaws. This way he could adapt to change and was determined to find success.
Focus- He picked a need, developed a product and spent every ounce of energy perfecting the product.
Urgency- He sought innovative solutions and built products before a customer realized they needed it.
Vision- Jobs wasn’t looking to replicate what has already been done. He didn’t play the “I can
do it better game.” He played the “I’m going to do something completely different game.”

15. Leadership traits and Behaviours
Leaders that do not possess these traits usually fail as leaders. In order to maintain and excel in a leadership role the 8 leadership traits are essential in your personal success and that of others.
“Businesses don’t fail, leaders do.”
→ Lack of character
→ Lack of vision
→ Lack of execution “If it were easy, everyone would be CEO’s, and entrepreneurs”
→ Poor management
→ Non-motivation
→ Lack of Confidence

16. 3 Classic Leadership Styles
Autocratic Style
The leader works in a command-and-control fashion
This style is used when leaders tell their employees what to do and how to do it
Appropriate conditions to use this style: to solve the problem, you are short on time, or you have a well motivated team
Some see this style as unprofessional and see it used for yelling, using demeaning language, leading by threats and some call it “bossing people around.”

17. 3 Classic Leadership Styles
Laissez-faire Style
Displays a “do the best you can and don't bother me” attitude
Leader allows the employees to make the decision
the leader is still responsible for the final decisions that are made
Used when employees are able to analyze the situation and determine what needs to be done
This is a style to be used when you fully trust and have confidence in the people below you
You shouldn't be afraid to use this style as long as its being used effectively
[French : laissez, to let, allow + faire, to do.]

18. 3 Classic Leadership Styles
Democratic Style
Encourages participation with an emphasis on both task accomplishment and development of people
Involves the leader including one or more employees in the decision making process
The leader has the final say
Normally used when you have part of the information, and your employees have other parts
A leader is not expected to know everything
You hire knowledgeable and skilled people to be able to receive the information
Most effective style as it contributes everyones ideas

19. Task Oriented Leadership
Focused on task
Work assessments
Meeting specific goals
Traits
Logical
Analytical
Task oriented leaders tend to focus on how well their employees are getting their work done and meeting their quota. These are the leaders that do work assessments to make sure work is getting done effectively and efficiently. These leaders are the most efficient in theory as they are extremely organized and will meet deadlines. These people tend not to be very personable however and tend to expect more than employees are capable of a lot of the time.

20. Relationship Oriented Leadership
Meeting employees needs
Spends individual time with employees
Puts the people first
Traits
Accommodating
People-person
Relationship oriented leaders use a lot of their time to make sure that their employees are comfortable and aren't over worked. These are the people that will have their employees schedule weekly meetings and will say that his door is always open. This leader makes sure their employees are happy so that work can continue to be done well. These leaders are most employees favourite manager but this also tends to be the manager that hands in work late because they were accommodating to their employees needs rather than focusing on the task at hand.

21. Dimensions of Leadership
Each type of leadership has their perks and their downfalls however the best type of leader finds the perfect medium between the two. Each of the leadership styles lose effectiveness when taken to extremes as shown in the graph. when one is too task oriented, the workers feel like they're being delegated and when the manager is too relationship oriented, the higher manager thinks that work isn't getting done efficiently.

23. Transformational Leadership
Transformation-a thorough or dramatic change in form or appearance
Leadership- the action of leading a group of people or an organization

24. Transformational Leadership
Is inspirational and arouses extraordinary effort and performance.

26. Qualities of a Transformational Leader
Vision- having ideas, and a clear sense of direction, communicating them with others, developing excitement, and accomplishing shared “dreams”
Charisma- using the power of personal reference and emotion to arouse others, faith, loyalty, pride, trust in themselves.
Symbolism- identifying “heroes” and holding spontaneous planned ceremonies to celebrate excellence and high achievement.

28. Qualities of a Transformational Leader
Empowerment- helping others develop by removing performance obstacles, sharing responsibilities, and delegating truly challenging work.
Intellectual Stimulation- gaining the involvement of others by creating awareness of problems, and stirring their imaginations.
Integrity- being honest and credible, acting consistently out of personal conviction, and following through on commitments.

30. Example of Transformational Leadership
Starbucks is an example a transformational leader because the chairman Howard Schultz had the idea to reinvent the franchise and popular coffee house at first people didn’t like the change. once he realized what he did wrong, he went back and made sure that with the change he kept the key things that people loved about it. Howard had a vision, but used his charisma to ensure that people got what they loved. Maintaining the core values that made starbucks what it is, was not enough for schultzs he used empowerment to reach the managers and make them feel appreciated and help them make a difference. he had them participate in community service projects and team building exercises.

31. Transformational Leadership

32. In Summary
“A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. he does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent”
Douglas MacArthur