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Leadership & Management

Leadership & Management. Manager vs. Leader. Jack Welch (tyrannical leader of GE) “It is dangerous to call someone a manager” “A manager controls rather than facilitates” “Complicates rather than simplifies” “Acts more like a governor than an accelerator”

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Leadership & Management

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  1. Leadership & Management

  2. Manager vs. Leader • Jack Welch (tyrannical leader of GE) “It is dangerous to call someone a manager” “A manager controls rather than facilitates” “Complicates rather than simplifies” “Acts more like a governor than an accelerator” • Have the courage to lead rather than control!

  3. Personal Characteristics • Leader (provides strategic direction) - emotionally connected (heart) - open-minded (mindfulness) - listens (communicator) - courage (to change/not to change) - insights into self (integrity)

  4. Personal Characteristics (cont.) • Manager (maintains stability) - emotional distance - expert mind - talking - conformity - insight into organization

  5. Leadership Strategic vision Shape values Inspire/motivate Develop self Direction (change) Management Plan Organize Direct Control Maintain stability Improve efficiency FUNDAMENTAL DIFFERENCES • SUCCESSFUL LEADERS MUST DO BOTH! • EACH INDIVIDUAL HAS OWN MIX OF TALENTS.

  6. Leadership Create vision and strategy Keeping eye on horizon Long-term future Management Planning and budgeting Keeping eye on bottom line Near-term results Providing Direction

  7. Leadership Creating shared value and culture Helping others grow Reduce boundaries Intellectual freedom Contribute to vision Management Organizing and staffing Directing and controlling Create boundaries Control Contribute to process Alignment

  8. Leadership Focus on people—inspiring and motivating Based on personal power Acting as coach, facilitator, servant – influence Stimulate, challenge Dynamic environment Encourage creativity Management Focusing on objects—producing/selling goods and services Based on position power Acting as boss Forcing, pushing, coercing Controlled environment Stifle creativity Relationships

  9. Leadership Provides strategic vision Creates change, often radical change (or NOT!) Challenges status quo Adapt Effective and efficient future Management Maintains stability Predictability Order Efficiency Consistently achieves short-term goals… Outcomes

  10. What “Followers” Expect • Traits desired in a leader: - consistency - integrity - not defensive or egotistical (honesty) - open-minded - respectful - calm • Can handle a volatile situation and stay focused • One who brings out the best in me…

  11. Leadership: - A covenant/sacred relationship between leader and follower. Built on trust, shared values, and goals. - Begins in the heart (respect for others) - personal relations count more than formal structure - covenant vs. contract Max De PreeLeadership as Art

  12. Leadership as Art (cont.) • Leader as servant - Define reality - “Thank you” - Help others achieve potential - Commitment to common good - Appreciate diversity in followers

  13. Rights of Workers - By meeting needs of workers, meet needs of organization - Empowerment - Inclusion Intimacy is at the heart of competence - Arises from translating personal and corporate values into daily work practices Is this true? Parents? Teachers? Coaches? Bosses? Leadership As ArtMax De Pree

  14. Strategic Direction • Visionary • Radical • Achieving more than “shareholder profits” • Bumper sticker (identity)

  15. Evolution of LeadershipTheory • Leadership: how a leader thinks about self, followers, and organizations. • Micro leadership: specific situations, tasks, individuals • Macro leadership: fundamental ideals, values, strategies that characterize large groups

  16. Evolution of Leadership • Stable versus chaotic dimensions refers to whether elements in the environment are dynamic • Stable—environment remains same over months and years • Chaotic—environmental elements shift abruptly

  17. Figure 3-2 goes here

  18. Leadership Framework • Era 1, Macro Leadership in a Stable World (1800’s) • Era 2, Micro Leadership in a Stable World (1910-1950’s) • Era 3, Micro Leadership in a Chaotic World (1960-1970’s) • Era 4, Macro Leadership in a Chaotic World (1980-1990’s)

  19. Macro Leadership in a Stable World“Hero” • Run by single individual • Ties to friends and family • Resources controlled, outcomes predictable (?) • Sees “Big Picture” and inter-relationships • Decision-making process simple Think 1800’s

  20. Micro Leadership in a Stable World“Rational Manager” • Greater complexity: Hierarchy and Bureaucracy • Rules/SOP: Efficient/Effective Utilization of Resources • Incentives for Particular Tasks • Contingency Theories Think WWI to 1950’s

  21. Micro Leadership in a Chaotic World“Team Leadership” • Chaos/Shock, Loss of Control/Overwhelmed • Empowerment/Team Based Approach • Quest for Quality (in order to survive) • Still cling to illusion that you have control over details Think 1960’s-1970’s

  22. Macro Leadership in Chaotic World“Facilitating Leadership” • Give up all notion of controlling details • Work hard to gain positive influence • Create an environment where others id and solve problems • Search for shared vision/strive to build a culture that supports shared vision • Embrace “servant” status Think 1980’s to 1990’s

  23. Questions?

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