Leadership
2 Essential Qualities for Leadership Courage Humility Inspirational power Executive ability Humor/anger Discipline/patience Reading/writing Letter writing
3 Leader vs. Manager Difference: those who master the context and those who surrender to it Managers administer; leaders innovate. Managers initiate; leaders originate. Managers are copies; leaders are the original. Managers maintain; leaders develop. Managers focus on systems and structure; leaders focus on people.
4 Leader vs. Manager -continued Managers rely on control; leaders inspire trust. Managers have short-range view; leaders have long- range perspective. Managers ask ‘how and when’; leaders ask ‘what and why’. Managers have their eye on the bottom line; leaders have their eye on the horizon. Managers accept the status quo; leaders challenge it. Managers are classic good soldiers; leaders are their own person. Managers do things right; leaders do what is right
5 Management The administrative order of things, which involves: Creating plans and controls Organizing structures based on strategies Clarifying position descriptions Building interaction matrices Defining performance measures Evaluating performance against targets Providing reward systems for sucess
6 Jack Welch’s Six Rules for Managers Face reality as it is, not as it was or as you wish it to be. Be candid with everyone. Don’t manage, lead. Change before you have to. If you don’t have a competitive advantage, don’t compete. Control your own destiny, or someone else will.
7 Leadership Provide vision and the emotional connection between people and objectives, which involves Creating a climate to foster self-esteem, achievement, and self-fulfillment An emotional investment in the success of others Open communication and the encouragement of class
8 Leadership - continued Clarification and maintenance of values Appropriate modeling behavior Focus on important issues Conflict resolution An insistence on excellence and recognition of the difference between excellence and success A genuine concern for people
9 Five Leadership Practices and Ten Commandments Challenge the process Search for opportunities Experiment and take risks Inspire a shared vision Envision the future Enlist others Enable others to act Foster collaboration Strengthen others
10 Five Leadership Practices and Ten Commandments - continued Model the way Set example Plan small wins Encourage the heart Recognize contributions Celebrate accomplishments
11 Physical vitality and stamina Intelligence and judgment Willingness (eagerness) to accept responsibility Task competence Understanding followers and their needs Need to achieve Important Leadership Attributes
12 Capacity to motivate Courage, resolution, steadiness Capacity to win and hold trust Capacity to manage, decide and set priorities Confidence Adaptability and flexibility in approach Important Leadership Attributes - continued
13 Twelve Golden Rules Set a good example. Give your people a set of objectives and a sense of direction. Keep your people informed of new developments and how they’ll affect them. Ask your people for advice. Let your people know that you support them. Don’t give orders. Emphasize skills, not rules. Give credits where credit is due. Praise in public. Criticize in private. Criticize constructively. Make it known that you welcome new ideas.
14 Seven Sins of Leadership Trying to be liked rather than respected. Failing to ask subordinates for their advice and help. Failing to develop a sense of responsibility in subordinates. Emphasizing rules rather than skill. Failing to keep criticism constructive. Not paying attention to employee gripes and complaints. Failing to keep people informed.
15 Testing your Leadership Ability High ethics High energy Hard worker Enthusiastic Goal-oriented Courageous Priority driven Nonconformist Levelheaded Committed to developing employees
16 Intellectual Ability Continuing search for truth and solution Observation Questions Research Analysis Description Dissemination
17 Intellectual Ability - continued The major forces accelerating globalization Free market economy Education/culture Science and technology International trade/investment Freedom/democracy Environment/energy Implications Great opportunities Fierce competition Cooperation and collaboration
18 Physiological/Mental Ability The source of the power of thinking right is vision. Mindset controls thinking process which controls human behavior. The world is run by tired men and women. Depression is like a national disease.
19 Managerial Abilities and Skills Entrepreneurial Innovative Creative Risk-taking Bold and courageous Team work and team building Empowerment Motivation Decision-making
20 Managerial Abilities and Skills - continued Communication Human resources Strategic planning Rewards People skills/human relations Time management Financial management
21 Leadership Effectiveness Traits Intelligence Judgment Decisiveness Knowledge Fluency of speech Personality Adaptability Alertness Creativity Personal integrity Non-conformity Self-confidence Emotional balance and control Abilities Ability to enlist cooperation Popularity and prestige Sociability (inter-personal skills) Social participation Tact/diplomacy
22 Key Trends Influencing the Workplace Competitiveness and productivity Rapidity of change Globalization of business Diversity in the population Technological change Domestic economic volatility Demographic shifts More investment in human capital Workforce quality Growth in the service industry Increase in quality of work-life issues Increased emphasis on health and wellness The role of business in society Smaller, self-contained work groups
23 Cross/Multi-Culture Global Perspectives Ethnocentric Polycentric Regiocentric Geocentric
24 Physical Stamina/High Energy Physical stamina Health Strength Exercise
25 Attribute to Success Vision Ambition Effective communication Optimism Commitment