Leadership Presentation

What is leadership? Leading people Influencing people Commanding people Guiding people

Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

Managers vs. Leaders 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

Common Activities Planning Organizing Directing Controlling

Creating a healthy organizational culture Leaders and managers play a large role in influencing an organization’s corporate culture. Organization’s culture can positively reinforce the practice of optimal praxis and behaviors within an organization. Managers go beyond good management and become great leaders

Managerial Control  Managerial control is one of the primary functions of management  It involves setting performance standards, measuring performance, and taking corrective actions when necessary.

Organizational culture involves the shared values, beliefs, and rituals of a particular organization.

Leveraging diversity Leads and manages an inclusive workplace that maximizes the talents of each person to achieve the vision and mission of the organization. Treats all individuals with respect regardless of individual differences (e.g., race, gender, age, ethnicity, physical capabilities/disabilities, sexual orientation, religion).

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, con’t 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

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!

References 1. Bateman, T. & Snell, S. (2007). Management: Leading and collaborating in acompetitive world (7 th ed.) New York: McGraw-Hill. 2. Goltz, J. (Oct 2009). Corporate Culture.(STARTUP; Taking Ownership)(Column). FSB, 19,(8), 61. Retrieved August 31, 2009 from General OneFile via Gale.

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