Lea de rsh ip

What i s leaders hi p?

Leading people
Influencing people

Commanding people

Guiding people
 Types of Leader s
❚ 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
 Managers vs.
Leaders
Managers Leaders
❚ Focus on ❚ Focus on people
things ❚ Do the right
❚ Do things right things
❚ Plan ❚ Inspire
❚ Organize ❚ Influence
❚ Direct ❚ Motivate
❚ Control ❚ Build
❚ Follows the ❚ Shape entities
Com mon Acti vi ti es

❚ Planning
❚ Organizing
❚ Directing
❚ Controlling
 Pl anni ng
Leader
Manager
❚ Devises
❚ Planning
strategy
❚ Budgeting ❚ Sets direction
❚ Sets targets ❚ Creates vision
❚ Establishes
detailed steps
❚ Allocates
resources
 Organi zing
Manager Leader
❚ Creates ❚ Gets people on
structure board for
❚ Job strategy
descriptions ❚ Communication
❚ Staffing ❚ Networks
❚ Hierarchy
❚ Delegates
❚ Training
 Di recti ng Work
Manager Leader
❚ Solves ❚ Empowers
problems people
❚ Negotiates ❚ Cheerleade
r
❚ Brings to
consensus
 Cont rol ling
Manager Leader
❚ Implements ❚ Motivate
control ❚ Inspire
systems ❚ Gives sense of
❚ Performance accomplishme
measures nt
❚ Identifies
variances
❚ Fixes
 Leadershi p Trai ts
❚ Intelligence ❚ Personality
❙ More ❙ Verbal facility
intelligent ❙ Honesty
than non- ❙ Initiative
leaders
❙ Aggressive
❙ Scholarship
❙ Self-confident
❙ Knowledge
❙ Ambitious
❙ Being able to
get things
❙ Originality
done ❙ Sociability
❚ Physical ❙ Adaptability
 Leadershi p Styles
❚ Delegating ❚ Selling
❙ Low relationship/ ❙ High task/high
low task relationship
❙ Responsibility ❙ Explain decisions
❙ Willing ❙ Willing but
employees unable
❚ Participating ❚ Telling
❙ High ❙ High Task/Low
relationship/ low relationship
task ❙ Provide
 New Leaders Take
Note
❚ General Advice ❚ Challenges
❙ Take ❙ Need
advantage of knowledge
the transition quickly
period ❙ Establish new
❙ Get advice and relationships
counsel ❙ Expectations
❙ Show empathy ❙ Personal
to predecessor equilibrium
❙ Learn
 Ne w L eader Tr aps
❚ Not learning ❚ Captured by
quickly wrong people
❚ Isolation ❚ Successor
❚ Know-it-all syndrome
❚ Keeping
existing team
❚ Taking on too
much
 Seve n Ba sic
Pr in cip le s
❚ 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
 Seven Basi c Prin cipl es,
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
 Core Task s
❚ Create
Momentum
❚ Master
technologies of
learning,
visioning, and
coalition
building
❚ Manage oneself
 Cre ate Mome ntum
❚ Learn and ❚ Foundation for
know about change
company ❙ Vision of how
❚ Securing early the
organization
wins
will look
❙ First set short
❙ Build political
term goals
base to
❙ When support
achieved change
make a big
❙ Modify culture
deal
 Cre ate Mome ntum
❚ Build
credibility
❙ Demanding but
can be
satisfied
❙ Accessible but
not too
familiar
❙ Focused but
flexible
❙ Active
Ma ste r Te chnolo gie s
❚ 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
Enabli ng Te chnolo gies,
con’t
❚ Coalition building
❙ Don’t ignore
politics
❙ Technical change
not enough
❙ Political
management isn’t
same as being
political
❙ Prevent blocking
coalitions
 Ma nage On ese lf
❚ Be self-aware ❚ Types of help
❚ Define your ❙ Technical
leadership ❙ Political
style ❙ Personal
❚ Get advice and ❚ Advisor traits
counsel ❙ Competent
❙ Advice is from ❙ Trustworthy
expert to ❙ Enhance your
leader status
❙
How F ar Can Yo u Go ?