The Manager as Leader

1. The Manager as Leader 12 Inspiring global commitment

2. Is leadership born or taught? There are some traits common to acknowledged leaders But research shows it is behaviour that determines success Leadership involves an assessment of the situation and the application of an appropriate style

3. Zaleznik’s differentiation between managers and leaders Managers balance, leaders change Managers smooth, leaders shake Managers think about what is, leaders think about what could be Managers focus on execution, leaders on ideas Managers seek control, leaders seek risk Managers seek stability, leaders are comfortable with ambiguity Managers achieve existing goals, leaders set out new goals Managers look to compromise, leaders look for large gains, even at the risk of failure Managers focus on procedures, leaders focus on issues

4. Managers and leaders

5. Leadership is… “”The ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organization(s) of which they are members.” TThe GLOBE Project

6. Styles of leadership (Likert)

7. What kind of a leader would people prefer to work for? We are spending a lot of effort to no purpose We know where we need to go and we’re making good progress toward getting there. Effort We may not know where we’re going but at least we don’t have to work hard to get there We know where we’re going but we aren’t doing much about getting there Intelligence

8. Culture and leadership National and cultural characteristics determine what is considered effective leadership International leaders need to assess the work situation and cultural context to respond effectively The GLOBE project explored national context and found leadership to depend on cultural norms

9. Universal positive and negative leadership traits

10. Universal leadership tactics Assertiveness Friendliness Reasoning Bargaining Sanctioning Appeals to higher authority Coalition building

11. Transformational leadership Articulates a new vision convincingly Breaks with tradition Sets out a clear path to future goals Infuses purpose in goals understood by all Willing to take risks Wants to lead Builds power base Leads by example

12. The challenge of attribution Different perspectives on why something happens or what it means External factors (related to events over which there is no control) versus internal factors (personality, mood, preferences) Misattributions can easily occur, especially in cross-cultural situations Misattributions can make effective communication impossible

13. Building the right skills More than market-specific knowledge Appreciation of important nuances Understanding that leadership depends on expectations of those led Expectations are culturally determined Understanding of what “drives” and motivates employees Use knowledge to develop necessary management skills

14. Management challenges Understanding traditions Effective supervision HR and job assignments Cultural fatigue

15. Some ethical questions Is a handshake binding? Is a missed delivery date a breach of promise? When does gift giving become a bribe? Is bribery acceptable to secure the deal?

16. Building company loyalty A corporate philosophy that focuses on people A company goal that employees can believe in Pay attention to social justice and equality Respect the pride and dignity of every employee Foster a climate for mutual discussion and openness

17. Selecting the right manager Technical skills Managerial skills Flexibility Tolerance Willingness to learn new things Ability to deal with ambiguity Interest in other peoples and cultures