SynthesisProject Synthesis Project CHARACTERISTICS OF MANAGERS Vanessa Luna CHARACTERISTICS OF LEADERS Carlos Gonzalez ROLES OF MANAGERS VS. LEADERS Felix Zamarripa WAYS TO DEVELOP LEADERS Alberto Cortez PROMINENT LEADER: ELIZABETH WARREN Rolando Cuellar LEADERSHIP CHARACTERISTICS & THEORY OF LEADERSHIP Maggie Anaya

Characteristics of Managers  In order to become a good manager you do not have to necessarily be born with all the skills and traits needed. The qualities that most good managers possess can also be developed overtime. The following are a few of the characteristics, in no particular order, of a good manager.  Adaptability - A manager should be to able to adapt to both good and bad situations and be flexible to change with the situations. Managers should be calm in tense situations and confident in the decisions he or she makes.  Organization - A manager should have self-management and be organized. They should have knowledge of the industry they are in, know when to delegate and be aware of all employees and projects in order to stay on top of what is going on in the business.  Team work - An effective manager is able to work with his/her team in order to get work completed. A manager has to value his/her employees, respect those employees in order to receive respect and collaborate with them and not separate from them.  Communication - Both written and vocal communication skills are very important characteristics of a manager. The manager must negotiate, mediate and listen to employees, customers and supervisors alike and should be able to respond professionally and correctly communicate his/her ideas and suggestions so that everyone understands. Citation: DIFFERENCES BETWEEN EMPLOYEES AND MANAGERS REGARDING SOCIO-EMOTIONAL COMPETENCES. By: Nikić, Gordana; Travica, Vesna; Mitrović, Milena. Serbian Journal of Management. 2014, Vol. 9 Issue 2, p p. DOI: /sjm

Characteristics of Leaders  Respect - respecting other in their own environment.  Self-awareness - knowing your surroundings and being alert.  Competent - being knowledgeable.  Authentic - Genuine of one's thoughts, feelings, and beliefs.  Values - Principles, standards, ethics, and morals

Roles of Managers vs. Leaders  Leaders Innovate  Leaders are original.  Leaders are concerned with trust and people.  Leaders inspire trust.  Leaders have a long range perspective.  Leaders ask “what” and “why”  Leaders eyes are on the horizon  Leaders challenge.  Leaders are their own people.  Leaders do the right things.  Leaders conquer the context.  Leaders produce visions, concepts, plans and programs.  Leaders are concerned with effectiveness.  Leaders opt for “pull” rather than push”.  Leaders provide vision and influence.  Becoming a leader is synonymous with becoming yourself.  Managers administer.  Managers copy.  Managers maintain.  Managers are concerned with systems, controls, procedures, policies and structure.  Managers rely on control.  Managers have a short range view.  Managers ask “how” and “when”.  Managers have eyes always on the bottom line.  Managers accept the status quo.  Managers are the classic good soldiers.  Managers do things right.  Managers surrender to context.  Managers adopt the truth from others and implement it without probing the facts.  Managers are concerned with efficiency.  Managers opt for “push” rather than “pull”.  Managers provide resources.  Becoming a manager is becoming what company wants you to become. References Toor, S., & Ofori, G. (2008). Leadership versus Management: How They Are Different, and Why. Leadership & Management In Engineering, 8(2), doi: /(ASCE) (2008)8:2(61

Ways to Develop Leaders  Leadership development plan- Pivotal Leadership Academy (PLA)  Three main competencies focused on : 1. Leading Self- emotional intelligence, leadership capacity, and continuous learning 2. Leading Others- team dynamics, leading change, developing others, employee recognition, and retention and engagement 3. Leading the Organization-business knowledge, customer experience, strategic thinking, and leading change for a customer safety culture. Yost, D.M. (2014). Developing leaders in health care. AORN Journal, 100(3), C5-6

Elected to U.S. Senate 2012 Advocate for middle class families Expert on bankruptcy and financial pressure Recognized by the Boston Globe and Time Magazine Participated in creation of Consumer Financial Protection Bureau Served in chair of the Congressional Oversight Panel for TARP Law professor for more than 30 years Awarded twice for Sacks Freund Award by Harvard Elizabeth Warren Prominent Leader

Elizabeth Warren Leadership Characteristics LOYAL SOCIALLY RESPONSIBLE WELL-RESPECTED DEDICATED EDUCATED EMPATHETIC GENUINE ETHICAL

Responsible Leadership Theory of Leadership for Elizabeth Warren How we lead is determined by what we value and Senator Warren has proven time and time again that her values are in the American Middle Class, our children, our students, our future and us. She is one of the biggest advocates on the hill who’s ethics are eye to eye with the average middle class person. She is the voice of reason to an ear otherwise drowned out by “big money” and lobbyist. Elizabeth Warren has used her position in government responsibly by balancing out her personal principles alongside professional ethics. She has proven to use her position responsibly by working diligently to uphold policies with our best interest not hers. She is a great speaker and a well respected leader for the Middle Class. Her current project is the launch of the “Middle Class Prosperity Project” in which she pushing Congress to be self-aware of the social conditions we are facing due to their lack of action. Senator Warren exhibits all the characteristics of a great leader through her visions, her powerful and positive views and how she is committed to our mutual goals.

Questions?