Leadership

What is leadership?
Leading people (lnh o ngi khc) Influencing people (gy nh hng) Commanding people (iu khin) Guiding people (hng dn)

Types of Leaders
Leader by the position achieved (bng chc danh) Leader by personality, charisma (phm cht c nhn) Leader by moral example (tm gng o c) Leader by power held (nm bt quyn lc) Intellectual leader (tr tu) Leader because of ability to accomplish things (theo nng lc hon thnh cng vic)

Managers vs. Leaders (nh qun tr v nh lnh o)

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

Leaders vs. Managers

LEADERS:
innovate focus on people inspire trust have a long-range view ask what and why have eyes on horizon originate challenge status quo do the right thing

MANAGERS:
administrate focus on systems and structures rely on control have a short-range view ask how and when have eyes on bottom line initiate accept status quo do things right

Common Activities
Planning Organizing Directing Controlling

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

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

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

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

Leadership Traits
Intelligence
More intelligent than non-leaders Scholarship Knowledge Being able to get things done

Personality
Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability

Physical
Doesnt see to be correlated

Leadership Styles
Delegating
Low relationship/ low task Responsibility Willing employees

Selling
High task/high relationship Explain decisions Willing but unable

Participating
High relationship/ low task Facilitate decisions Able but unwilling

Telling
High Task/Low relationship Provide instruction Closely supervise

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

New Leader Traps

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

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.

Seven Basic Principles, cont

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

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

Create Momentum
Learn and know about company Securing early wins
First set short term goals When achieved make a big deal Should fit long term strategy

Foundation for change

Vision of how the organization will look Build political base to support change Modify culture to fit vision

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

LEADERSHIP- Marks of a Great Leader

QUESTION: WHY ARE THE FOLLOWING TRAITS CONSIDERED CHARACTERISTICS OF GREAT LEADERS?

servicing and sacrificing initiating and risk taking needing no credit empowering others clarifying values

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!

Enabling Technologies, cont

Coalition building
Dont ignore politics Technical change not enough Political management isnt same as being political Prevent blocking coalitions Build political capital

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

Leadership style Autocratic

Liking for leader Liked less

Group atmosphere Aggressive, dependent, selforiented Friendly, groupcentred, taskoriented Friendly, groups-centred, play-oriented

Productivity High (leader present) Low (leader absent) Relatively high (unaffected by presence of leader) Low (increased in absence of leader

Democratic

Liked more

Laissez-faire

Liked less

There Are Only Five Ways to Lead

(Article by Farkas and De Becker)

Strategic Approach Human Assets Approach Expertise Approach Box Approach Change Approach

Resistance to Empowerment
(Article by Williams)

LEADERSHIP

QUESTION: Why do managers resist change? QUESTION: Why do managers resist suggestions? QUESTION: Why are managers afraid to empower their subordinates? Recommendation: Dont leave this class thinking that you have cornered the market for good ideas Recommendation: Learn to recognize your strengths and weaknesses and those of others Recommendation: Learn that teams always do better than individuals, if there is a trust relationship among the team members

LEADERSHIP - Empowerment
Empowerment Strategies
Avoid competition for power, status, recognition Delegate Create and communicate a vision Insist that others diligently work to achieve meaningful goals Help others believe in their own worth and potential Create a culture in which fear and intimidation are replaced by trust Demonstrate a willingness to be supportive of others

EMPOWERMENT
Places responsibility for spotting/solving problems on employees. Requires leaders to ask for suggestions AND lets employees make decisions. Is easiest to implement in smaller, less bureaucratic organizations.

LEADERSHIP

Develop Ownership
There are always at least two owners of responsibility. Empowerers ask questions, organize data to confront people with reality, bring customers and performers together. Empowerers insist on tough standards. Empowerers support and coach. Conversations are the grist for the leaders mill.

LEADERSHIP
continued

Develop Ownership

You can lead a horse to water, but you cant make him drink. If you want the horse to drink, make sure the horse is thirsty. Head buffalo lock the barn door after the horse is stolen. Lead geese make certain nothing is ever stolen.

LEADERSHIP - Empowerment
Continued.

Recommendation: Learn to encourage and make full use of your talents and the talents of others.

LEADERSHIP - The Magic of Vision

Vision sees what must be tomorrow, beyond what is today Customers help you see the vision Vision inspires Vision is clarity Vision is a worthy commitment Vision generates supportive actions

LEADERSHIP - How Vision Works

The right vision attracts commitment and energizes people. The right vision creates meaning in workers lives. The right vision establishes a standard of excellence. The right vision bridges the present and the future.

How You Know You Need a Vision

Is there evidence of confusion about purpose? Do employees complain about insufficient challenge? Do employees say they are not having fun any more? Is the organization losing market share or reputation for innovation? Are there signs of declines of pride in your organization? Is there excessive risk avoidance? Is there an absence of sharing? Is there a strong rumor mill?

LEADERSHIP

Customer Focus

LEADERSHIP
What do customers really buy? Leaders focus on customers - and so does everyone else. Leaders focus on partnering, not selling. Leaders begin with the customers needs and wants. Solving problems spurs partnerships.

Great Performance

LEADERSHIP
Is this the best you can do? Remember, its leadership, not status quo-ship. Thinking incrementally moves you forward from today. Thinking strategically leads backward from the future. How many bugs is one too many? Begin with the end in mind.

Create Value-Added Strategies

Stay close to the customer. The tough strategic question: What do I do? Value is solving the customers problems. Value is doing better than anyone else. Value-added strategies solve the problems that drive purchasing decisions. Leaders learn how to focus themselves and everyone else on solving the customers problems.

LEADERSHIP

How Far Can You Go?