Leaders

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
leaders.ppt (bus1301)

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)

LEADERSHIP
The Trust Factor in Leadership

Question: How does a trust-oriented
leader differ from a Machiavellian-oriented
leader?
Question: Which is more important, our
actions or our words?
Question: How concerned should we be
about others?
Recommendation: Being
trustworthy is good!!!

LEADERSHIP
The Trust Factor in Leadership

Question: What is the role of competence
for a leader?
Question: What is the role of open
communication for a leader?
Question: How does formalization in an
organization undermine trust?
Recommendation: Learning to
trust others is also good!!!

Management keeps an
organization running
Leadership involves getting
things started
Leadership involves facilitating
change


95% of American When companies
managers say the derive their
right thing. advantage from
5% of American intellectual
managers do the capital, old
right thing. management
styles (carrots and
sticks) are not
Future 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.

CORE VALUES

Fairness
Commitment
Freedom
Water Line

Leaders vs. Managers
LEADERS: MANAGERS:
innovate administrate
focus on people focus on systems
and structures
inspire trust rely on control
have a long-range view have a short-range
ask what and why view
have eyes on horizon ask how and when
have eyes on bottom
originate line
challenge status quo initiate
do the right thing accept status quo
do things right

LEADERSHIP- Marks of a Great Leader

QUESTION: WHY ARE THE FOLLOWING
TRAITS CONSIDERED CHARACTERISTICS
OF GREAT LEADERS?

servicing and sacrificing
initiating and risk taking
needing no credit
empowering others
clarifying values

There Are Only Five Ways to Lead
(Article by Farkas and De Becker)

Strategic Approach
Human Assets Approach
Expertise Approach
Box Approach
Change Approach


LEADERSHIP
Resistance to Empowerment
(Article by Williams)
QUESTION: Why do managers resist change?
QUESTION: Why do managers resist
suggestions?
QUESTION: Why are managers afraid to empower
their subordinates?
Recommendation: Don’t leave this class thinking
that you have cornered the market for good ideas
Recommendation: Learn to recognize your
strengths and weaknesses and those of others
Recommendation: Learn that teams always do
better than individuals, if there is a trust
relationship among the team members

LEADERSHIP - Empowerment
Empowerment Strategies
Avoid competition for power, status, recognition
Delegate
Create and communicate a vision
Insist that others diligently work to achieve
meaningful goals
Help others believe in their own worth and
potential
Create a culture in which fear and intimidation
are replaced by trust
Demonstrate a willingness to be supportive of
others

EMPOWERMENT

Places responsibility for
spotting/solving problems on
employees.
Requires leaders to ask for
suggestions AND lets employees
make decisions.
Is easiest to implement in smaller,
less bureaucratic organizations.

LEADERSHIP
Develop Ownership
There are always at least two owners of
responsibility.
Empowerers ask questions, organize data
to confront people with reality, bring
customers and performers together.
Empowerers insist on tough standards.
Empowerers support and coach.
Conversations are the grist for the
leader’s mill.

LEADERSHIP
Develop Ownership
continued…
You can lead a horse to water, but you
can’t make him drink.
If you want the horse to drink, make sure
the horse is thirsty.
Head buffalo lock the barn door after the
horse is stolen.
Lead geese make certain nothing is ever
stolen.

LEADERSHIP - Empowerment

Continued….

Recommendation: Learn to
encourage and make full use of
your talents and the talents of
others.


LEADERSHIP - The Magic of Vision

Vision sees what Vision is clarity
must be Vision is a
tomorrow, worthy
beyond what is commitment
today
Customers help Vision generates
you see the vision supportive
Vision inspires actions


LEADERSHIP - How Vision Works

The right vision attracts commitment
and energizes people.
The right vision creates meaning in
workers’ lives.
The right vision establishes a
standard of excellence.
The right vision bridges the present
and the future.


LEADERSHIP
How You Know You Need a Vision
Is there evidence of confusion about purpose?
Do employees complain about insufficient
challenge?
Do employees say they are not having fun any
more?
Is the organization losing market share or
reputation for innovation?
Are there signs of declines of pride in your
organization?
Is there excessive risk avoidance?
Is there an absence of sharing?
Is there a strong rumor mill?

LEADERSHIP
Customer Focus
What do customers really buy?
Leaders focus on customers - and so
does everyone else.
Leaders focus on partnering, not
selling.
Leaders begin with the customer’s
needs and wants.
Solving problems spurs partnerships.

LEADERSHIP
Great Performance
Is this the best you can do?
Remember, its leadership, not status
quo-ship.
Thinking incrementally moves you
forward from today.
Thinking strategically leads
backward from the future.
How many bugs is one too many?
Begin with the end in mind.

LEADERSHIP
Create Value-Added Strategies
Stay close to the customer.
The tough strategic question:
“What do I do?”
Value is solving the customers’ problems.
Value is doing better than anyone else.
Value-added strategies solve the problems
that drive purchasing decisions.
Leaders learn how to focus themselves and
everyone else on solving the customers’
problems.

Some Managers are More Than
Bosses - They’re Leaders, Too
(Horowitz)

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

Look for the personal touch
Screen your questioners
Scan some Web sites
Hang out and schmooze
Probe past responses to personal
emergencies


LEADERSHIP: Structures send
Remove powerful messages.
Decentralize
Obstacles decision making to
the point of
Systems send customer contact
powerful Cross-functional
teams
messages.
Simplified processes
Performance and procedures
management
systems Focus on one
customer, one
Reward systems product, one
Information product/market
systems combination

SEVEN SECRETS TO BUILDING:
EMPLOYEE LOYALTY
Set high expectations
Communicate constantly
Empower, Empower, Empower
Invest in their financial security
Recognize people as often as possible
Counsel people on their career
Educate them

LEADERSHIP- Marks of a Great Leader

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.


A leader is only as effective as the team
Outperform peers
Make excellence a habit
Be willing to try new approaches
Focus on what you need to do

Chapter #10 - Understanding
Employee Motivation and
Leadership
Theories of Reinforcement
employee motivation Participative
– Theory X, Y management /
– Two-factor Theory Empowerment
– Equity
– Maslow Job enrichment /
– Expectancy Theory
Job design
– Goal Setting Theory Leadership

Leaders

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