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?