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LEADERSHIP PERSPECTIVES

A true leader has the condence to stand apart, 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 through his actions and the integrity of his intent. Douglas MacArthur
Christopher Howard-Williams September 2013

OBJECTIVES

1. Form an understanding of some of the different ways of looking at leadership 2. Start the process of collective discovery 3. Serve as a springboard for future learning during the MBA programme
The morning will be spent with a mix of small group discussion, videos, games, lecture and plenary debate

CONTENTS

1. Leadership Characteristics 2. Leadership and Management 3. Leadership Development

e f a : t Fir s

e m t u o b a s d r o ww

1. LEADERSHIP CHARACTERISTICS
The only thing that matters in art is the part which cannot be explained
Georges Braque

OVER 850
denitions of leadership

THOUSANDS
books, articles and theses on the subject

WHAT DO LEADERS HAVE IN COMMON?

You are going to see two videos After you have seen them, get into small groups of 5 or 6 and identify some characteristics you saw in the lms that you associate with leadership The characteristics could be personal attributes of the leader or contextual factors that facilitate leadership You will have 20 minutes
pentatonic scales the dancing man

LETS NOW CONSIDER A COUPLE OF MODELS

SOURCES OF POWER
Status

M y b ob

n i r r cFe

Budgetary and organisation rules used to reward, punish and give resources from legitimate position of authority

Th e
Persona
Personality used to build networks and to gain access to people and information

i c n Da

y u g ng

Technical ability used to gain credibility

Expertise

Knowledge of business, the organisation, Experience its environment and cause & effect outcomes used to control situations
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CONVICTIONS / CONNECTIONS
DOUG MCKENNA

Strong Convictions
Values, belief, passion Vision, goals Credibility, authority Personal golden rules Sense of what is right

Authoritarian & distant

Self condent & empowering

Distant & detached

Nice but ineffective

Weak

Value & respect for others Coherence of dialogue Authenticity of relations Awareness of others needs Recognition you cannot succeed alone
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Strong Connections

NOW LOOK AT THESE GUYS

e s e h t o d what in e v a h s r leade ? common

LEADERSHIP IS SITUATIONAL
Performance Relations Satisfaction Commitment Trust

Climate

Context

Management & Leadership

Market Economic Performance Development Etc.

Technical Interpersonal Managerial Leadership Collaboration

Capabilities

Priorities

Technological Strategic Organisational Communication Etc.


skip

NOW LETS TAKE A LOOK AT STEVE

Who said sit down? Ive got four words for you

THE TRANSFORMATIONAL MODEL


It can be corrosive to good quality conn ections

y r a n o i V is g n i r i p s In c Heroi

Goffey & Jones 2000

It can be disempowe ring if used as benchma r k!

How many of these people do you know?

DISCUSSION

In small goups (30 minutes)


Discuss some great leaders you have known during your career What attributes do/did you admire? Think also of poor leaders you have have observed. What made them poor in your eyes? Present one of each (1 great, 1 poor) to the group

6 KEY TRAITS FOUND IN LEADERS


Strong Convictions Leader ship is ter about charac WARREN BENNIS
a e t a e r c s Leader ure t c e t i h c r social a

ve a h s r e Lead to n o i t a n mi r e t e d a achieve
Leade rs enroll their v people in ision th optimi rough sm Weak

Leader s are ab le to generate an d sustain tr ust

Leader s have a bias to action that results in success


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Strong Connections

2. IS MANAGEMENT AND LEADERSHIP THE SAME THING?


Leadership Is The Art Of Accomplishing More Than The Science Of Management Says Is Possible
Colin Powell

MANAGEMENT & LEADERSHIP: CHANGING THE STEREOTYPE

Leadership Job Where you are dependent for your results on people you dont control

Then

Management Job Where you are dependent for your results on people you control directly Individual Contributor Jobs

Now

John Kotter

MANAGEMENT / LEADERSHIP
What companies do Decide what needs to be done Create capacity to accomplish the goal LEADERSHIP LEADERSHIP Coping Coping with with change change Set direction Create the vision Develop strategies Align people Communicate the new direction Push people to make the coalitions required to do the job Motivate and inspire Get people to move in the right direction in spite of obstacles Appeal to human values and emotion Involve people in creating strategies
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MANAGEMENT Coping with complexity Plan and Budget Create detailed steps Allocate resources Organise and Staff Create an organisation structure Staff the organisation Communicate plans Control and Problem Solve Monitor progress against plan Read and write reports Attend meetings Solve problems
John Kotter

Get the job done

MANAGMENT - LEADERSHIP
Hi

Leadership
Vision & direction Aligning Inspiring & motivating

Excitement Explosive growth Out of control Melt down

Sustained and sustainable growth

Death Bed !

Predictability Short term results Difculty adapting to changes Elephant, dinosaur, ...

Lo

Management

Hi

Plan & Budget Organise & Staff Execute & Control

EXERCISE

You will each be given one picture (some may have two) When placed together in sequence, the pictures tell a story Your task is to recreate the story You may not show your picture to anyone else but you may describe it to anyone you want Once you agree on the correct sequence, place the pictures on the ground FACE DOWN in the right order Once a picture is on the ground, you may not pick it up or change its place
sources

3. DEVELOPING AS A LEADER
Every business person knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid - but not extraordinary - intellectual abilities and technical skills that was promoted into a similar position and then soared
Daniel Goleman

TRANSITIONS
Focus
Manager Department Manager General Manager CEO

Team Performance Global Performance Individual Performance


Diversity gap Leadership gap

Career progression

NATURE/NURTURE: WHAT ARE WE LOOKING FOR?


(BASED ON AN INTERVIEW WITH GLENN HODDLE)

Talent
The seed

Technique
Building on the talent through training, practise, experience, coaching,
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Temperament
State of mind enabling talent and technique to be expressed under any conditions
Christopher Howard-Williams

competencies & skills

5 COMPONENTS OF EMOTIONAL Emotional INTELLIGENCE AT WORK


Self
Self Awareness

Others
Social Awareness

Management

Awareness

Aware of emotions & moods Empathy towards others and their impact on others Identifying and Developing Talent Motivation Accurate self assessment Cross-cultural sensitivity ar t s d n Self condence Sense ofeservice a e rag v a n Passion & Drive tob achieve e e rs w o t t e c a f s e e c c n n Optimism in face of Failure llige iffere e t d n f i o l a n % o 0 i ot el, 9 m v e Organisational e l o t r o i e l n b e Self Management Social Skill At s ibutaCommitment r t t a e r a s r Think before Acting Persuasiveness performe Suspend Judgement Managing Relationships Trustworthiness & Integrity Building Networks Comfort with Ambiguity Change agent Hold Openness to Change Teamwork

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true in Europe, America and Asia

PETER DRUCKER: MANAGING ONESELF


Know your own strengths (use feedback) And work on them to improve (minimise weaknesses) How do I perform? Am I a reader or a listener? How do I learn? Do I work well with people or am I a loner? Which relationship? Subordinate, team, coach, mentor, Am I a decision-maker or an advisor?
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What are my personal values? Do I t with the organisation I am in? What responsibility do I take for my relationships? Understand others Manage my own communications

"Management Challenges for the 21st century" 1999

Be Your s elf More With ski ll

FURTHER READING

Peter Ducker The Essential Drucker Stephen Covey The 7 habits of highly effective people Henry Mintzberg Managers not MBAs Daniel Goleman What makes a leader? (article) Warren Bennis

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