2. Great Leaders
` Live with integrity, lead by example
` develop a winning strategy or “big idea”
` build a great management team
` inspire employees to greatness
` create a flexible, responsive organization
` use reinforcing management systems
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3. Great Leaders
` passionate about what they do
` love to talk about it
` high energy
` clarity of thinking
` communicate to diverse audience
` work through people (empowering)
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4. LEADERSHIP
The Trust Factor in Leadership
q Question: How does a trust-oriented
leader differ from a Machiavellian-oriented
leader?
q Question: Which is more important, our
actions or our words?
q Question: How concerned should we be
about others?
q Recommendation: Being
trustworthy is good!!!
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5. LEADERSHIP
The Trust Factor in Leadership
q Question: What is the role of competence
for a leader?
q Question: What is the role of open
communication for a leader?
q Question: How does formalization in an
organization undermine trust?
q Recommendation: Learning to
trust others is also good!!!
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6. q Management keeps an
organization running
q Leadership involves getting
things started
q Leadership involves facilitating
change
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7. q 95% of American q When companies
managers say the derive their
right thing. advantage from
q 5% of American intellectual
managers do the capital, old
right thing. management
styles (carrots and
sticks) are not
qFuture Leaders…. sufficient.
–Develop/communicate what company is trying to
accomplish
–Create environment where employees can figure
out what needs to be done AND then do it well.
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8. CORE VALUES
gFairness
gCommitment
gFreedom
gWater Line
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9. Leaders vs. Managers
w LEADERS: w MANAGERS:
q innovate q administrate
q focus on people q focus on systems
and structures
q inspire trust q rely on control
q have a long-range view q have a short-range
q ask what and why view
q have eyes on horizon q ask how and when
q have eyes on bottom
q originate line
q challenge status quo q initiate
q do the right thing q accept status quo
q do things right
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10. LEADERSHIP- Marks of a Great Leader
q QUESTION: WHY ARE THE FOLLOWING
TRAITS CONSIDERED CHARACTERISTICS
OF GREAT LEADERS?
v servicing and sacrificing
v initiating and risk taking
v needing no credit
v empowering others
v clarifying values
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11. There Are Only Five Ways to Lead
(Article by Farkas and De Becker)
q Strategic Approach
q Human Assets Approach
q Expertise Approach
q Box Approach
q Change Approach
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12. LEADERSHIP
Resistance to Empowerment
(Article by Williams)
q QUESTION: Why do managers resist change?
q QUESTION: Why do managers resist
suggestions?
q QUESTION: Why are managers afraid to empower
their subordinates?
q Recommendation: Don’t leave this class thinking
that you have cornered the market for good ideas
q Recommendation: Learn to recognize your
strengths and weaknesses and those of others
q Recommendation: Learn that teams always do
better than individuals, if there is a trust
relationship among the team members
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13. LEADERSHIP - Empowerment
w Empowerment Strategies
v Avoid competition for power, status, recognition
v Delegate
v Create and communicate a vision
v Insist that others diligently work to achieve
meaningful goals
v Help others believe in their own worth and
potential
v Create a culture in which fear and intimidation
are replaced by trust
v Demonstrate a willingness to be supportive of
others
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14. EMPOWERMENT
q Places responsibility for
spotting/solving problems on
employees.
q Requires leaders to ask for
suggestions AND lets employees
make decisions.
q Is easiest to implement in smaller,
less bureaucratic organizations.
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15. LEADERSHIP
Develop Ownership
q There are always at least two owners of
responsibility.
q Empowerers ask questions, organize data
to confront people with reality, bring
customers and performers together.
q Empowerers insist on tough standards.
q Empowerers support and coach.
q Conversations are the grist for the
leader’s mill.
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16. LEADERSHIP
Develop Ownership
continued…
q You can lead a horse to water, but you
can’t make him drink.
q If you want the horse to drink, make sure
the horse is thirsty.
q Head buffalo lock the barn door after the
horse is stolen.
q Lead geese make certain nothing is ever
stolen.
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17. LEADERSHIP - Empowerment
Continued….
q Recommendation: Learn to
encourage and make full use of
your talents and the talents of
others.
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18. LEADERSHIP - The Magic of Vision
q Vision sees what q Vision is clarity
must be
tomorrow,
beyond what is
q Vision is a
today worthy
commitment
q Customers help
you see the vision
q Vision generates
supportive
actions
q Vision inspires
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19. LEADERSHIP - How Vision Works
q The right vision attracts commitment
and energizes people.
q The right vision creates meaning in
workers’ lives.
q The right vision establishes a
standard of excellence.
q The right vision bridges the present
and the future.
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20. LEADERSHIP
How You Know You Need a Vision
q Is there evidence of confusion about purpose?
q Do employees complain about insufficient
challenge?
q Do employees say they are not having fun any
more?
q Is the organization losing market share or
reputation for innovation?
q Are there signs of declines of pride in your
organization?
q Is there excessive risk avoidance?
q Is there an absence of sharing?
q Is there a strong rumor mill?
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21. LEADERSHIP
Customer Focus
3 What do customers really buy?
3 Leaders focus on customers - and so
does everyone else.
3 Leaders focus on partnering, not
selling.
3 Leaders begin with the customer’s
needs and wants.
3 Solving problems spurs partnerships.
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22. LEADERSHIP
Great Performance
q Is this the best you can do?
q Remember, its leadership, not status
quo-ship.
q Thinking incrementally moves you
forward from today.
q Thinking strategically leads
backward from the future.
q How many bugs is one too many?
q Begin with the end in mind.
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23. LEADERSHIP
Create Value-Added Strategies
q Stay close to the customer.
q The tough strategic question:
“What do I do?”
q Value is solving the customers’ problems.
q Value is doing better than anyone else.
q Value-added strategies solve the problems
that drive purchasing decisions.
q Leaders learn how to focus themselves and
everyone else on solving the customers’
problems.
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24. Some Managers are More Than
Bosses - They’re Leaders, Too
(Horowitz)
q There is no one leader personality
– they do inspire others to take risks
– they do inspire others to do more than they
thought possible
– they set steep goals
– they instill in others that both failure and
success are allowed
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25. x Look for the personal touch
y Screen your questioners
z Scan some Web sites
{ Hang out and schmooze
| Probe past responses to personal
emergencies
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26. LEADERSHIP: q Structures send
Remove powerful messages.
v Decentralize
Obstacles decision making to
the point of
q Systems send customer contact
v Cross-functional
powerful
teams
messages. v Simplified processes
v Performance
and procedures
management
v Focus on one
systems
customer, one
v Reward systems
product, one
v Information product/market
systems combination
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27. SEVEN SECRETS TO BUILDING:
EMPLOYEE LOYALTY
q Set high expectations
q Communicate constantly
q Empower, Empower, Empower
q Invest in their financial security
q Recognize people as often as possible
q Counsel people on their career
q Educate them
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28. LEADERSHIP- Marks of a Great Leader
w Recommendation:
You may never become a leader
like the President of the United
States or the CEO of a Fortune
500 firm, but these are all good
qualities to have and to practice.
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29. q A leader is only as effective as the team
q Outperform peers
q Make excellence a habit
q Be willing to try new approaches
q Focus on what you need to do
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30. Chapter #10 - Understanding
Employee Motivation and
Leadership
q Theories of q Reinforcement
employee motivation
– Theory X, Y q Participative
– Two-factor Theory management /
– Equity Empowerment
– Maslow
– Expectancy Theory
– Goal Setting Theory
q Job enrichment /
Job design
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