1. What is leadership? Its perspective? 1.Leading people The leader must: Have a clear vision and mission. If you cannot answer clearly what you are trying to do and what ought to work, you are not ready to start. See that the right people are selected, and ensure they buy into the vision, mission and plan. Stimulate extraordinary effort and results out of ordinary people. Involve everyone. A leader is most effective by setting a clear personal example. Obtain the necessary resources. Appraise performance accurately, and give people what they need on a timely basis — whether they need guidance, encouragement, or a strong kick in the rear. Replace those who cannot or will not perform to standards. Be fair but firm. Communicate with your people. Do not let dissatisfaction and misunderstandings build up. Reward fairly and keep all promises. Remember once mentioned is half promised.

2. 2. Influencing people Leadership is about influence, which can be positive or negative. Here are seven ways leaders influence people: Negative Influence Coercion: This is the "gun to your face" style of the tyrant. While this forceful method can achieve short-term results, it produces a long-term drop in employee morale and high turnover. Intimidation: "You will do this or your job's on the line" is the trademark of the dictator. Only weak and insecure people will tolerate this style of influence. There is no respect for the leader and the people are resentful. Manipulation: This is the one-sided style of the controller. The leader wins and everyone else loses. The net result: distrust and suspicion..

3. Neutral Influence Negotiation: "Give and take" is probably the most common form of influence. In short, it's the "keeping score" approach of the politician. The good news--it can be reasonable effective when the result is "win-win." The bad news--it often strains relationships and causes needless stress when the result is "win-lose." Positive Influence Persuasion: The orator knows how to stir hearts by appealing to emotions. This style of influencer is powerful because the leader's wishes get carried out by the employees because they believe it's in their best interests. Education: The practitioner influences people with logic. People do what the leader wants because it simply makes sense. The secret of this style is preparation. Inspiration: This is the highest form of influence because the leader is a master of both emotional and logical techniques. The greater the quality of inspiration provided by the leader, the greater the quantity of self-motivation that's displayed by the followers. The encourager understands that words (eloquence) and ways (example) must be congruent

4. 3. Commanding people Influence; Don't Manipulate Include, Don't Exclude Participate Equally and Openly Back Up Opinions With Facts Get A Real Image 4. Guiding people Guide the team for success and growth. Guide with initiative.

5. 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

6. 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

7. 1. Communicator: The most effective leaders use all levels of communication to reach out to staff, customers/clients and other stakeholders. They proactively encourage the exchange of information within the organization. All communication whether verbal, written or online communicates consistency and clearly defines what the organization stands for. 2. Thinker: Strategic thinking requires that an effective leader do the following: understand how the different functions of the organization work together and how it can best respond to external and internal changes; learn the strengths and weaknesses of the organization, and the opportunities and threats facing it; understand how the strategic objectives are influenced by current and future business and economic forecasts; recognize that the operational objectives and targets must be in line with and support the strategic objectives of the organization; and be aware of and respond to the behavior of current and potential competitors. ROLES OF A LEADER

8. 3. Decision-maker: Developing a consistent approach to the analysis of information is imperative to effective decision- making. In making important decisions and prior to implementation, the leader must consider the impact of such choices on all stakeholders. 4. Team-builder: Effective team-building rests upon ensuring that individuals and teams are kept informed of plans, developments and issues that will affect them and the way they do their job. Team-building helps its members to understand and meaningfully contribute to the organization’s strategic goals. 5. Image-builder: A consistent demonstration of fairness, integrity and professionalism builds the kind of image that supports professional achievement and employee support. These characteristics must also work in tandem with being open-minded and responsive to, and supportive of, the needs of individuals as well as the team.

9. Common Activities Quality Leadership in Action  Planning  Organizing  Directing  Controlling

10. Planning Manager  Planning  Budgeting  Sets targets  Establishes detailed steps  Allocates resources Leader Devises strategy Sets direction Creates vision

11. Organizing Manager  Creates structure  Job descriptions  Staffing  Hierarchy  Delegates  Training Leader Gets people on board for strategy Communication Networks

12. Directing Work Manager  Solves problems  Negotiates  Brings to consensus Leader Empowers people Cheerleader

13. Controlling Manager  Implements control systems  Performance measures  Identifies variances  Fixes variances Leader Motivate Inspire Gives sense of accomplishment

14. Leadership Styles  Delegating  Low relationship/ low task  Responsibility  Willing employees  Participating  High relationship/ low task  Facilitate decisions  Able but unwilling Selling High task/high relationship Explain decisions Willing but unable Telling High Task/Low relationship Provide instruction Closely supervise

15. 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

16. New Leader Traps  Not learning quickly  Isolation  Know-it-all  Keeping existing team  Taking on too much Captured by wrong people Successor syndrome

17. 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….

18. 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

19. Core Tasks  Create Momentum  Master technologies of learning, visioning, and coalition building  Manage oneself

20. Create Momentum  Foundation for change  Vision of how the organization will look  Build political base to support change  Modify culture to fit vision Learn and know about company Securing early wins First set short term goals When achieved make a big deal Should fit long term strategy

21. Create Momentum  Build credibility  Demanding but can be satisfied  Accessible but not too familiar  Focused but flexible  Active  Can make tough calls but humane

22. 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!

23. Enabling Technologies, con’t  Coalition building  Don’t ignore politics  Technical change not enough  Political management isn’t same as being political  Prevent blocking coalitions  Build political capital

24. Manage Oneself  Be self-aware  Define your leadership style  Get advice and counsel  Advice is from expert to leader  Counsel is insight Types of help Technical Political Personal Advisor traits Competent Trustworthy Enhance your status

25. Total Quality and Leadership Theories

27. Leadership Traits  Intelligence  More intelligent than non-leaders  Scholarship  Knowledge  Being able to get things done  Physical  Doesn’t see to be correlated Personality Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability