Post on 27-Oct-2014
Leadership
What is leadership?
Leading people (lãnh
đạo người khác)
Influencing people (gây
ảnh
hưởng)
Commanding people (điều khiển)
Guiding people (hướng
dẫn)
Types of LeadersLeader by the position achieved (bằng chứcdanh)Leader by personality, charisma (phẩm chất cánhân)Leader by moral example (tấm gương đạo đức)Leader by power held (nắm bắt quyền lực)Intellectual leader (trí tuệ)Leader because of ability to accomplish things (theo năng lực hoàn thành công việc)
Managers vs. Leaders (nhà quản trị
và
nhà
lãnh
đạo)
ManagersFocus on thingsDo things rightPlanOrganizeDirectControlFollows the rules
LeadersFocus on peopleDo the right thingsInspireInfluenceMotivateBuild Shape entities
Leaders vs. ManagersLeaders vs. ManagersLEADERS:
innovateinnovatefocus on people focus on people
inspire trustinspire trusthave a longhave a long--range range viewviewask what and whyask what and whyhave eyes on horizonhave eyes on horizon
originateoriginatechallenge status quochallenge status quodo the right thingdo the right thing
MANAGERS:MANAGERS:administrateadministratefocus on systems focus on systems and structuresand structuresrely on controlrely on controlhave a shorthave a short--range range viewviewask how and whenask how and whenhave eyes on have eyes on bottom linebottom lineinitiateinitiateaccept status quoaccept status quodo things rightdo things right
Common Activities
Planning OrganizingDirecting Controlling
Planning
ManagerPlanningBudgetingSets targetsEstablishes detailed stepsAllocates resources
LeaderDevises strategy
Sets directionCreates vision
Organizing
ManagerCreates structureJob descriptionsStaffing HierarchyDelegatesTraining
LeaderGets people on board for strategyCommunicationNetworks
Directing Work
ManagerSolves problemsNegotiates Brings to consensus
LeaderEmpowers peopleCheerleader
Controlling
Manager Implements control systemsPerformance
measuresIdentifies variancesFixes variances
LeaderMotivate
InspireGives sense of accomplishment
Leadership TraitsIntelligence
More intelligent than non-leadersScholarshipKnowledgeBeing able to get things done
PhysicalDoesn’t see to be correlated
Personality Verbal facility Honesty InitiativeAggressiveSelf-confidentAmbitiousOriginalitySociabilityAdaptability
Leadership StylesDelegating
Low relationship/ low taskResponsibilityWilling employees
ParticipatingHigh relationship/ low taskFacilitate decisionsAble but unwilling
Selling High task/high relationshipExplain decisionsWilling but unable
TellingHigh Task/Low relationshipProvide instructionClosely supervise
New Leaders Take Note
General AdviceTake advantage of the transition periodGet advice and counselShow empathy to predecessorLearn leadership
ChallengesNeed knowledge quicklyEstablish new relationshipsExpectationsPersonal equilibrium
New Leader Traps
Not learning quicklyIsolationKnow-it-allKeeping existing teamTaking on too much
Captured by wrong peopleSuccessor syndrome
Seven Basic Principles
Have two to three years to make measurable financial and cultural progressCome in knowing current strategy, goals, and challenges. Form hypothesis on operating prioritiesBalance intense focus on priorities with flexibility on implementation….
Seven Basic Principles, con’t
Decide about new organization architectureBuild personal credibility and momentumEarn right to transform entityRemember there is no “one” way to manage a transition
Core Tasks
Create MomentumMaster technologies of learning, visioning, and coalition buildingManage oneself
Create MomentumFoundation for change
Vision of how the organization will look Build political base to support change Modify culture to fit vision
Learn and know about companySecuring early wins
First set short term goalsWhen achieved make a big dealShould fit long term strategy
Create MomentumBuild credibility
Demanding but can be satisfiedAccessible but not too familiarFocused but flexibleActiveCan make tough calls but humane
LEADERSHIPLEADERSHIP--
Marks of a Great LeaderMarks of a Great Leader
QUESTION:QUESTION: WHY ARE THE FOLLOWING WHY ARE THE FOLLOWING TRAITS CONSIDERED CHARACTERISTICS TRAITS CONSIDERED CHARACTERISTICS
OF GREAT LEADERS?OF GREAT LEADERS?
servicing and sacrificinginitiating and risk taking
needing no creditempowering others
clarifying values
Master Technologies
Learn from internal and external sourcesVisioning - develop strategy
Push vs. pull tools What values does the strategy embrace?What behaviors are needed?
Communicate the visionSimple text - Best channelsClear meaning - Do it yourself!
Enabling Technologies, con’tCoalition building
Don’t ignore politicsTechnical change not enoughPolitical management isn’t same as being politicalPrevent blocking coalitionsBuild political capital
Manage Oneself
Be self-awareDefine your leadership styleGet advice and counsel
Advice is from expert to leaderCounsel is insight
Types of helpTechnicalPoliticalPersonal
Advisor traitsCompetentTrustworthyEnhance your status
Leadership style
Liking for leader
Group atmosphere
Productivity
Autocratic Liked less Aggressive, dependent, self-
oriented
High (leader present)
Low (leader absent)
Democratic Liked more Friendly, group- centred, task-
oriented
Relatively high (unaffected by
presence of leader)
Laissez-faire Liked less Friendly, groups-centred, play-oriented
Low (increased in absence of
leader
There Are Only Five Ways to There Are Only Five Ways to LeadLead
(Article by Farkas and De Becker)(Article by Farkas and De Becker)
Strategic ApproachStrategic Approach
Human Assets ApproachHuman Assets Approach
Expertise ApproachExpertise Approach
Box ApproachBox Approach
Change ApproachChange Approach
LEADERSHIPLEADERSHIP Resistance to EmpowermentResistance to Empowerment (Article by Williams)(Article by Williams)
QUESTION:QUESTION: Why do managers resist change?QUESTION:QUESTION: Why do managers resist suggestions?QUESTION:QUESTION: Why are managers afraid to empower their subordinates?Recommendation: Don’t leave this class thinking that you have cornered the market for good ideasRecommendation: Learn to recognize your strengths and weaknesses and those of othersRecommendation: Learn that teams always do better than individuals, if there is a trust relationship among the team members
LEADERSHIPLEADERSHIP
--
EmpowermentEmpowerment
Empowerment StrategiesAvoidAvoid competition for power, status, competition for power, status, recognitionrecognitionDelegateDelegateCreateCreate and and communicatecommunicate a visiona visionInsistInsist that others diligently work to achieve that others diligently work to achieve meaningful goalsmeaningful goalsHelpHelp others believe in their own worth and others believe in their own worth and potentialpotentialCreateCreate a culture in which fear and a culture in which fear and intimidation are replaced by trustintimidation are replaced by trustDemonstrateDemonstrate a willingness to be supportive of a willingness to be supportive of othersothers
EMPOWERMENT
Places responsibility for Places responsibility for spotting/solving problems on spotting/solving problems on employees.employees.Requires leaders to ask for Requires leaders to ask for suggestions suggestions ANDAND lets employees lets employees make decisions.make decisions.Is easiest to implement in Is easiest to implement in smaller, less bureaucratic smaller, less bureaucratic organizations.organizations.
LEADERSHIP Develop Ownership
There are always at least two owners of There are always at least two owners of responsibility.responsibility.EmpowerersEmpowerers ask questions, organize ask questions, organize data to confront people with reality, data to confront people with reality, bring customers and performers bring customers and performers together.together.EmpowerersEmpowerers insist on tough standards.insist on tough standards.EmpowerersEmpowerers support and coach.support and coach.Conversations are the grist for the Conversations are the grist for the leaderleader’’s mill.s mill.
LEADERSHIP Develop Ownership
continuedcontinued……
You can lead a horse to water, but you You can lead a horse to water, but you cancan’’t make him drink.t make him drink.If you want the horse to drink, make sure If you want the horse to drink, make sure the horse is thirsty.the horse is thirsty.Head buffalo lock the barn door after the Head buffalo lock the barn door after the horse is stolen.horse is stolen.Lead geese make certain nothing is ever Lead geese make certain nothing is ever stolen.stolen.
LEADERSHIPLEADERSHIP
--
Empowerment Empowerment
Continued….
Recommendation: Learn to encourage and make full use of your talents and the talents of
others.
LEADERSHIP LEADERSHIP --
The Magic of VisionThe Magic of Vision
Vision sees what must be tomorrow,beyond what is today
Customers help you see the vision
Vision inspires
Vision is clarityVision is a worthy commitmentVision generates supportive actions
LEADERSHIPLEADERSHIP
--
How Vision WorksHow Vision Works
The right vision attracts commitmentand 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.
LEADERSHIPLEADERSHIP How You Know You Need a How You Know You Need a VisionVision
Is there evidence of confusion about Is there evidence of confusion about purpose?purpose?Do employees complain about insufficient Do employees complain about insufficient challenge?challenge?Do employees say they are not having fun Do employees say they are not having fun any more?any more?Is the organization losing market share or Is the organization losing market share or reputation for innovation?reputation for innovation?Are there signs of declines of pride in your Are there signs of declines of pride in your organization?organization?Is there excessive risk avoidance?Is there excessive risk avoidance?Is there an absence of sharing?Is there an absence of sharing?Is there a strong rumor mill?Is there a strong rumor mill?
LEADERSHIP Customer FocusCustomer Focus
What do customers really buy?Leaders focus on customers - and so does everyone else.Leaders focus on partnering, not selling.Leaders begin with the customer’s needs and wants.Solving problems spurs partnerships.
LEADERSHIP Great PerformanceGreat Performance
Is this the best you can do?Remember, its leadership, notstatus 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.
LEADERSHIP Create ValueCreate Value--Added StrategiesAdded 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.
How Far Can You Go?