“The difference between the impossible and possible lies in a person's determination.”

1. LEADERSHIP www.humanikaconsulting.com

2. “The art of getting people to do what they really don’t want to do and don’t feel equipped to do against a timeline they don’t believe in, with risks that scare them, to achieve an objective they believe at the beginning to be impossible.” — Eric Gregory

4. Fact no. 1 We Praise Leaders Too Much When Organizations Succeed

5. Fact no. 2 …and Blame Them Too Much When Organizations Fail

6. The Meaning of Leadership

7. Establish organizational mission Leader’s Job Formulate Strategy for implementing mission Implement organizational strategy Manager’s Job

8. Leaders vsManagers

9. TOPICS OF INTEREST

10. Leadership Attributes

11. GLOBAL POLLS of LEADERSHIP

12. Emotional Rational Ethical

13. Leader 360 Leadership attributes X 360 Achievements

14. LEADERSHIP STYLES….

15. Autocratic Determines all policies. Assigns work to group members. Uses people to reach goals.

16. Democratic Encourages group to discuss policies. Allows members to work with whom they choose. Objective and fair in praise & criticism

18. Offers help only when asked.

20. LEADERSHIP STYLE GRID

22. Strong on schedules

23. Expects directions to be followed

24. Intolerant of dissent

25. Task oriented

26. Positive examples

27. Fosters environment for people to reach their highest potential

28. Works to strengthen bonds among team members

29. Task oriented

30. Strong on schedules

31. Expects directions to be followed

32. Intolerant of dissent

33. Task oriented

34. Positive examples

35. Fosters environment for people to reach their highest potential

37. Generally incapable of coercive, punitive, or disciplined action

38. Fears conflict

39. Delegates and disappears

40. Detaches from team

41. Lets team work out power struggles

42. Low commitment to task accomplishment

43. Uses rewards almost exclusively

44. Generally incapable of coercive, punitive, or disciplined action

45. Fears conflictCountry Club Impoverished Less Successful Proposal “Blake & Mouton Managerial Guide,”& Don Clark 20

46. LEADERSHIP THEORIES

47. Traditional Leadership Theories

48. The Evolution of Leadership Theory

49. TRAIT THEORY

54. Because most people dislike work, they have to be pushed, closely supervised, andthreatened with punishment to get them to help achieve the objectives of the organization.

57. Managerial Grid This is a model defined by Blake and Mouton in the early 1960s.

58. Situational leadership

59. Situational Leadership Approach

60. Situational Leadership Approach In Decision Making

61. FIEDLER’S CONTINGENCY THEORY

63. HERSEY AND BLANCHARD SITUATIONAL LEADERSHIP THEORY

64. High Selling Participating Relationship Behavior Telling Delegating High Task Behavior Unable and willing Able and unwilling Able and willing Unable and unwilling Follower Readiness High Low

65. ‘New’ Leadership Theories

66. Leaders = ‘Managers of Meaning’ Transactional Leadership Transformational Leadership Charismatic Leadership

67. Transformational Leadership Transformational leaders Are capable of charting new courses for their organization. Are visionaries who challenge people to do exceptional things, above and beyond the plan. Serves to change the status quo.

69. Charismatic Leadership "It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them."-- BusinessWeek, May 25 1998

70. Develop visionary skills Take Dramatic Action – Walk the walk Focus on Your Followers Develop an enthusiastic, confident personality. 4 Strategies to DevelopCharismatic Qualities

71. “The difference between the impossible and possible lies in a person's determination.”