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8/9/2019 Leadership N Leaders
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leaders.ppt (bus1301)
8/9/2019 Leadership N Leaders
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leaders.ppt (bus1301)
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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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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LEADERSHIPThe Trust Factor in LeadershipThe Trust Factor in Leadership
Question: How does a trust-oriented
leader differ from a Machiavellian-orientedleader?
Question: Which is more important, ourWhich is more important, ouractions or our words?actions or our words?
Question: How concerned should we beabout others?
Recommendation:Recommendation: Being trustworthyBeing trustworthyis good!!!is good!!!
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LEADERSHIPThe Trust Factor in LeadershipThe Trust Factor in Leadership
Question:Question: What is the role of competenceWhat is the role of competence
for a leader?for a leader? Question:Question: What is the role of openWhat is the role of open
communication for a leader?communication for a leader?
Question:Question: How does formalization in anHow does formalization in an
organization undermine trust?organization undermine trust?
Recommendation:Recommendation: Learning toLearning totrust others is also good!!!trust others is also good!!!
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Management keeps an
organization running Leadership involves getting
things started
Leadership involves facilitatingchange
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Future Leaders.Future Leaders.Develop/communicate what company is trying toDevelop/communicate what company is trying toaccomplishaccomplish
Create environment where employees can figureCreate environment where employees can figureout what needs to be doneout what needs to be done ANDAND then do it well.then do it well.
95% of American95% of Americanmanagers say themanagers say theright thing.right thing.
5% of American5% of Americanmanagersmanagers dodo thetheright thing.right thing.
When companiesWhen companiesderive theirderive theiradvantage fromadvantage from
intellectualintellectualcapital, oldcapital, oldmanagementmanagementstyles (carrots andstyles (carrots andsticks) are notsticks) are not
sufficient.sufficient.
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CORE VALUESCORE VALUES
Fairness
Commitment
Freedom
Water Line
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Leaders vs. ManagersLeaders vs. ManagersLEADERS:
innovateinnovate
focus on peoplefocus on people
inspire trustinspire trust have a longhave a long--range viewrange view
ask what and whyask what and why
have eyes on horizonhave eyes on horizon
originateoriginate
challenge status quochallenge status quo
do the right thingdo the right thing
MANAGERS:MANAGERS: administrateadministrate
focus on systemsfocus on systemsand structuresand structures
rely on controlrely on control have a shorthave a short--rangerange
viewview
ask how and whenask how and when
have eyes on bottomhave eyes on bottomlineline
initiateinitiate
accept status quoaccept status quo
do things rightdo things right
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LEADERSHIPLEADERSHIP-- Marks of a Great LeaderMarks of a Great Leader
QUESTION:QUESTION: WHY ARE THE FOLLOWINGWHY ARE THE FOLLOWING
TRAITS CONSIDERED CHARACTERISTICSTRAITS CONSIDERED CHARACTERISTICS
OF GREAT LEADERS?OF GREAT LEADERS?
servicing and sacrificing
initiating and risk taking
needing no credit
empowering others
clarifying values
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There Are Only Five Ways to LeadThere Are Only Five Ways to Lead(Article by Farkas and De Becker)(Article by Farkas and De Becker)
Strategic ApproachStrategic Approach Human Assets ApproachHuman Assets Approach
Expertise ApproachExpertise Approach
Box ApproachBox Approach
Change ApproachChange Approach
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LEADERSHIPLEADERSHIPResistance to EmpowermentResistance to Empowerment
(Article by Williams)(Article by Williams)
QUESTION:QUESTION: Why do managers resist change?
QUESTION:QUESTION: Why do managers resist
suggestions? QUESTION:QUESTION: Why are managers afraid to empower
their subordinates?
Recommendation: Dont leave this class thinkingthat you have cornered the market for good ideas
Recommendation: Learn to recognize yourstrengths and weaknesses and those of others
Recommendation: Learn that teams always dobetter than individuals, if there is a trust
relationship among the team members
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LEADERSHIPLEADERSHIP -- EmpowermentEmpowerment
Empowerment Strategies AvoidAvoid competition for power, status, recognitioncompetition for power, status, recognition
DelegateDelegate
CreateCreate andand communicatecommunicate a visiona vision InsistInsist that others diligently work to achievethat others diligently work to achieve
meaningful goalsmeaningful goals
HelpHelp others believe in their own worth andothers believe in their own worth and
potentialpotential CreateCreate a culture in which fear and intimidationa culture in which fear and intimidation
are replaced by trustare replaced by trust
DemonstrateDemonstrate a willingness to be supportive ofa willingness to be supportive ofothersothers
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EMPOWERMENT
Places responsibility forPlaces responsibility for
spotting/solving problems onspotting/solving problems onemployees.employees.
Requires leaders to ask forRequires leaders to ask forsuggestionssuggestions ANDAND lets employeeslets employees
make decisions.make decisions.
Is easiest to implement in smaller,Is easiest to implement in smaller,less bureaucratic organizations.less bureaucratic organizations.
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LEADERSHIPDevelop Ownership
There are always at least two owners ofThere are always at least two owners of
responsibility.responsibility.
Empowerers ask questions, organize dataEmpowerers ask questions, organize data
to confront people with reality, bringto confront people with reality, bring
customers and performers together.customers and performers together.
Empowerers insist on tough standards.Empowerers insist on tough standards. Empowerers support and coach.Empowerers support and coach.
Conversations are the grist for theConversations are the grist for the
leaders mill.leaders mill.
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LEADERSHIPDevelop Ownership
continuedcontinued
You can lead a horse to water, but youYou can lead a horse to water, but youcant make him drink.cant make him drink.
If you want the horse to drink, make sureIf you want the horse to drink, make sure
the horse is thirsty.the horse is thirsty.
Head buffalo lock the barn door after theHead buffalo lock the barn door after thehorse is stolen.horse is stolen.
Lead geese make certain nothing is everLead geese make certain nothing is ever
stolen.stolen.
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LEADERSHIPLEADERSHIP -- EmpowermentEmpowermentContinued.
Recommendation: Learn to
encourage and make full use of
your talents and the talents ofothers.
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LEADERSHIPLEADERSHIP -- The Magic of VisionThe Magic of Vision Vision sees what
must be
tomorrow,beyond what istoday
Customers helpyou see the vision
Vision inspires
Vision is clarity
Vision is aworthycommitment
Vision generates
supportiveactions
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LEADERSHIPLEADERSHIP -- How Vision WorksHow Vision Works The right vision attracts commitment
and energizes people.
The right vision creates meaning inworkers lives.
The right vision establishes a
standard ofexcellence. The right vision bridges the present
and the future.
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LEADERSHIPLEADERSHIP
How You Know You Need a VisionHow You Know You Need a Vision Is there evidence of confusion about purpose?Is there evidence of confusion about purpose?
Do employees complain about insufficientDo employees complain about insufficient
challenge?challenge? Do employees say they are not having fun anyDo employees say they are not having fun any
more?more?
Is the organization losing market share orIs the organization losing market share orreputation for innovation?reputation for innovation?
Are there signs of declines of pride in yourAre there signs of declines of pride in yourorganization?organization?
Is there excessive risk avoidance?Is there excessive risk avoidance?
Is there an absence of sharing?Is there an absence of sharing?
Is there a strong rumor mill?Is there a strong rumor mill?
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LEADERSHIPCustomer FocusCustomer Focus
What do customers really buy?
Leaders focus on customers - and sodoes everyone else.
Leaders focus on partnering, notselling.
Leaders begin with the customersneeds and wants.
Solving problems spurs partnerships.
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LEADERSHIPGreat PerformanceGreat Performance
Is this the best you can do?
Remember, its leadership, not status
quo-ship. Thinking incrementally moves you
forward from today.
Thinking strategically leadsbackward from the future.
How many bugs is one too many?
Begin with the end in mind.
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LEADERSHIPCreate ValueCreate Value--Added StrategiesAdded 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 problemsthat drive purchasing decisions.
Leaders learn how to focus themselves andeveryone else on solving the customersproblems.
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Some Managers are More Than
Bosses - Theyre 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
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Look for the personal touch
Screen your questioners
Scan some Web sites
Hang out and schmooze
Probe past responses to personal
emergencies
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LEADERSHIP:LEADERSHIP:
RemoveRemoveObstaclesObstacles
Systems send
powerful
messages. Performance
management
systems Reward systems
Informationsystems
Structures send
powerful messages. Decentralize
decision making tothe point of customercontact
Cross-functionalteams
Simplified processesand procedures
Focus on onecustomer, oneproduct, oneproduct/marketcombination
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LEADERSHIPLEADERSHIP-- Marks of a Great LeaderMarks of a Great Leader
Recommendation:
You may never become a leaderYou may never become a leader
like the President of the Unitedlike the President of the United
States or the CEO of a FortuneStates or the CEO of a Fortune
500 firm, but these are all good500 firm, but these are all good
qualities to have and to practice.qualities to have and to practice.
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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
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Chapter #10 - Understanding
Employee Motivation andLeadership
Theories ofTheories of
employee motivationemployee motivation
Theory X, YTheory X, Y
TwoTwo--factor Theoryfactor Theory
EquityEquity
MaslowMaslow
Expectancy TheoryExpectancy Theory
Goal Setting TheoryGoal Setting Theory
Reinforcement
Participative
management /
Empowerment
Job enrichment /Job design
Leadership