LeadershipLeadershipchapter 8chapter 8

REVIEWREVIEW

1. What is Management?

man age men +

REVIEWREVIEW

What are the 4 Functions of Management?

P O L C

PLANNINGPLANNINGBlueprint to reach objectives.

• What do we want to do?• Where are we in relation to that goal?• Which factors will help or hinder us in reaching the goal?• What alternatives are available to us to reach the goal and

which one is the best?

PLANNINGPLANNING VISIONVISION

“Vision without action is hallucination”

Andy Law

ORGANIZINGORGANIZING

• determining what work or activities have to be done to accomplish the vision

• classifying the type of work needed and group work into manageable work units.

• assigning the work to individual and delegate the appropriate authority

• designing a hierarchy of decision making relationship.

ORGANIZATIONORGANIZATION

A whole consisting of unified parts acting in harmony to execute tasks to achieve goal both effectively and efficiently.

“People will be dramatically more effective, successful and fulfilled when they play to their strongest skills rather than attempting to improve their weaknesses. (strength revolution)

Marcus Buckingham

Who will direct?Who will direct?

What kind of a man he should be?

A Leader or a Manager?

Leaders and ManagersLeaders and Managers

Warren Bennis on “Becoming a Leader

MANAGER LEADER

ADMINISTERSCOPYMAINTAINSFOCUSES ON SYSTEM/STRUCTURECONTROLACCEPTS REALITYSHORT RANGE VIEWASK HOW AND WHENEYES ON THE BOTTOM LINEIMITATESACCEPTS STATUS QUOCLASSIC GOOD SOLDIERDOES THINGS RIGHT

INNOVATESORIGINALDEVELOPSFOCUSES ON PEOPLEINSPIRESINVESTIGATESLONG RANGE PERSPECTIVEWHAT AND WHYEYE ON THE HORIZONORIGINATESCHALENGESOWN PERSONDOES THE RIGHT THING

Ideally, leadership should go hand-in-hand with management skills, but since

this is an imperfect world and those gifted in one aspect are not necessarily

as accomplished in another, it becomes a question of teamwork.

Leaders and ManagersThe Long View

Manuel Luis Quezon IIIDaily Inquirer’

“There’s no ‘I’ in‘Team’,

but thereis a ‘Me’

if youlook hard enough”

David Brent

why is leadership

so important?

“ The surplus society has a surplus of similar companies, employing similar

people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things,

with similar prices, warranties, and qualities.”

Jonas Ridderstrale and Kjel NordstromAuthors, Funky Business

“when people leave companies, they tend not to quit the company,

they are more likely to have quit the boss.”

Ken Blanchard

“The talented employee may join a company because of its charismatic

leaders, its generous benefits, and its world-class training programs, but how

long that employee stays and how productive he is while he is there is

determined by his relationship with his immediate supervisor"

Research from thousands of employeesMarcus Buckingham ‘First Break All The Rules’

What does it takes to become a What does it takes to become a leader? leader?

get that ‘vision thing’

getting that ‘vision thing’getting that ‘vision thing’

• Creating a clear picture of the future that ‘stimulates, excites and inspires’

• Getting everyone to ‘buy’ into it• Ensuring that everyone understands what’s

expected of them• Turning it into meaningful goals and targets• Communicating progress towards it continuously• Celebrating successes• Working ‘On’ it consistently

value Your values

two

it’s notwhat yousay…

or how you say it!

it’s what you DO!

To reach To reach excellenceexcellence you you must first be a leader of must first be a leader of

good charactergood character

One of the ways to build trust is to display

a good sense of character composed of

BeliefValuesSkillsTraits

Belief – what we hold dear to us, convictions that you hold

true regarding people, concepts or things.

Values- are attitudes about theworth of people, concepts, or

things.

SkillsSkills

Percentage

of

Job

100

50

0

Supervisor Middle Mgt Top Mgt

Variations in the use of leadership skills at different organizational levels

Conceptual

Human

Technical

- is the ability to think in terms of models, frameworks and broad relationships, such a long-range plans

- is the ability to work effectively with people and to build teamwork

- refers to a person’s knowledge of and ability in any type of process or technique

Traits

A leader should have a tons of positive ENERGY.

A leader should have the ability to ENERGIZE others.

A leader should have the EDGE.

Leaders EXECUTEJack WelchCEO and Charman of GE Company

To reach To reach excellenceexcellence you you must first be a leader of must first be a leader of

good charactergood character

turn your values turn your values into ‘preferred into ‘preferred behaviours’behaviours’

Leadership Behavior vs Leadership Traits Leadership Behavior vs Leadership Traits

• In the leadership behavior view, successful leadership depends more on appropriate behavior, skills, and actions, and less on personal traits

• Latent energy (trait) which provide latent potential vs kinetic energy (behaviors, skills, and actions) which is the successful release and expressions of those traits

• Traits are fixed while behavior and skills can be learned and changed

be a rolemodel

“Waste no more time arguing what a good man should be. BE ONE”

Marcus Aurelius

three

get ‘engaged’

Only 17% are actively ‘engaged’

63% aren’t engaged

20% are actively ‘disengaged’

88% want to work hard and do their best

50% worked just hard enough to avoid being fired!

75% believe they could be significantly more productive

Source: Gallup

the benefits ofan ‘engaged’

workforce

50%more likely to have lower staff turnover

source: gallup

56%more likely to have higher

than average customer loyalty

source: gallup

38%more likely to have above

average productivity

source: gallup

27%more likely to report

higher profitability

source: gallup

“Were fundamentally convinced that there is a connection between co-ownership,

creativity, collaboration, and competitive advantage.”

•You can liberate people and lead them, but you Can’t Make People Do Want They Don’t Want To Do. •As George Lois said, “Creativity is the defeat of habit by originality”. If you’re doing today what you did yesterday you are being boring. •Companies based on a strong idea grow with no idea where they’re going (That’s innovation, that’s adventure!). But companies based on no idea need to be told where to go and how to grow (that’s lawyers, that’s accountants, that’s consultants….. that’s not creative!)

God damn it, you will never get the purple heart hiding in a fox

hole! FOLLOW ME

Cpt. Henry P. Jim

four

give your people a damn good listening to

ideasforaction….

“The best engineers sometimescome in bodiesthat can’t talk.”

nolan bushnell,founder of atari

A lot of people have ideas, but there are few who decides to do something about them now, not

tomorrow, not next week but today. The true entrepreneur is

a doer not a dreamer.

Nolan BushnellAtari Video Games

• set up feedback systems that suit your team, not you

• ‘beat the brainwashing’ – ask your newcomers to spot your business ‘stupidities’

• ‘kill a stupid rule”

• ‘pizzas and problems’

• resist recruiting ‘replicants’

be an ‘enemy of the status quo’

five

The only constant here on Earth is CHANGE.

Leadership BehaviorLeadership Behavior• 3 variables that affect determination of leadership

behavior - leader - followers - situation• Leadership is situational.• There is no simple way to answer the question, “What

makes a leader?”• The key task for a leader is to recognize different

situations and adapt to them on a conscious basis.

Knowledge of the “The Knowledge of the “The Essence of Leader-Follower-Essence of Leader-Follower-

Situation” framework is a Great Situation” framework is a Great advantage advantage

Leadership types Leadership types

• According to the ways leaders approach to motivate subordinates

• According to the focal point of power

• According to leader use of consideration and structure

• According to the leader preference to matters concerning people or production

Leaders motivation approach Leaders motivation approach

• Reward – penalty system

• Positive leadership – emphasizes rewards

• Negative leadership – emphasis is placed on penalties

• Positive leadership generally results in higher job satisfaction and performance

Focal point of powerFocal point of powerPower Style

Autocratic Participative Free-rein

Leader LeaderLeader

Employees EmployeesEmployees

Emphasis

Leader Whole group Employees

Different leadership styles place power (as shown by the enclosed circles) in the hands of the leader, of the leader and employees, or of the employees

Concern for people Concern for people oror production production9,1 TASK MANAGEMENT

(High on concern for production: low concern for people)

These managers have high concern for task and emphasize productivity and efficiency at all times.

9,9 IDEAL MANAGEMENT

(High on both concern for people)

These leaders are the most effective managers. They highly focused both on people and task and they maintain high performance standards.

5.5 AVERAGE MANAGEMENT

These leaders have minimal focus on people and task. Their main concern is preserving the status quo. They do what must be done, but do not set high standards or raise the bar for performance.

1,1 IMPOVERISHED MANGEMENT

(Low on concern for both production and for people)

These managers take a lazy approach to leadership. They have little regard for people or task and are very poor managers.

1,9 COUNTRY CLUB MANAGEMENT

(High concern for people: low on concern for production)

These managers exhibit high concern for people and building a friendly environment. They have a lower concern with the task and with getting things done.

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CONCERN FOR PEOPLE

Blake and Mouton Managerial Grid

HIGH

HIGH

LOW

LOW

9

8

7

6

5

4

3

2

11 2 3 4 5 6 7 8 9

Use of consideration and structureUse of consideration and structure• Employee – task orientation system• Employee oriented leadership style – leaders secure

somewhat higher performance and job satisfaction form employees; emphasis on human needs of employees

• Task oriented leadership style – leaders believe that they get results by keeping people constantly busy, ignoring personal issues and emotions, and urging them to produce

SITUATIONAL LEADERSHIP SITUATIONAL LEADERSHIP

ANDAND

Contingency approachContingency approach

six

create other leaders, not

followers

“find great ideas, exaggerate them, and spread them like hell around the business

with the speed of light”Jan Carlzon, Head of Scandinavian Airlines

andfinally….

seven

take action,

not notes

“take the first step in faith. You do not have to see the whole staircase.Just take the first step.”

Martin Luther King

we can all be

leaders

don’t just stand there….. do something!

dick dastardly