Leadership

1. Leadership What is leadership? Who are our leaders? What makes them so special? How do they become leaders? Can we be like them?

2. Top 25 Influential Business Leaders:CNN http://edition.cnn.com/2005/US/02/28/cnn25.top.business/ Greatest Leaders of Century http://www.fastcompany.com/magazine/98/open_3ways-list.html Europe’s Top Business Leaders http://www.ccnmatthews.com/news/releases/show.jsp?action=showRelease&searchText=false&showText=all&actionFor=585848 Leadership Styles of Top Business Leaders http://www.secretsofsuccess.com/leadership/ Developing Leaders in Top Companies http://www.kfbleadership.com/Top20.pdf

7. Business Leaders • http://www.ey.com/GLOBAL/content.nsf/International/About_EY_-_Our_Leaders

8. Leadership by Colin Powell • Being responsible sometimes means pissing people off. • The day the stop bringing you their problems is the day you have stopped leading them. • Don’t be buffaloed by experts & elites. • Don’t be afraid to challenge the pros, even in their own backyards. • Never neglect details. • You don’t k now what you can get away with until you try. • Keep looking below surface appearances.

9. 8. Endeavors succeed or fail because of • the people involved. • Organization charts and titles count for • next to nothing. • 10. Never let your ego get so close to your position that when your position goes, your ego goes with it. • 11. Fit no stereotypes. Don’t chase fads. The situation dictates the best approach. • 12. Perpetual optimism is a multiplier. • 13. Powell’s rules for picking people: look for intelligence and judgment; capacity to anticipate, to see around corners; loyalty; integrity; high energy drive; balanced ego; drive to get things done.

10. 14. Great leaders are great simplifiers. 15. Use the formula P=40 to 70; Once info is in the 40-70, range, go with your gut. 16. Commander in the field is always right and rear echelon is wrong, unless proven otherwise. 17. Have fun in your command. Surround yourself with people who take their work seriously, but not themselves. 18. Command is lonely.

11. Ten Steps to the TopManagement Centre Europe 1. You manage things, you lead people. 2. Have a clear idea and sense of purpose. 3. Leaders need courage as not always popular. 4. Leaders have a potent point of view. 5. Leader needs constancy.

12. 6. Leaders need candor. 7. Limit self to several key objectives. 8. Leaders borrow, benchmark, and stamp out NIH mentality. 9. Leaders are self-made. 10. Be yourself. Leadership effectiveness = quality of decision x acceptance of decision

13. LEADERSHIP • What is leadership? • Who are the leaders? • What do they do? • Why are they considered leaders? • How do you characterize them?

14. Leadership Energetic process of getting other people fully and willingly committed to a new course of action to meet commonly agreed objectives whilst having commonly held values.

15. Bad Leadership • World’s Ten Most Corrupt Leaders http://www.infoplease.com/ipa/A0921295.html

16. Leadership as a Lifelong Process • Training • Early years at home • Formal education • Self-knowledge (exploration & experimentation) • Communication • Specific leadership training • Extra-curricular activities

17. Leadership Development • Role models • Mentors • On-the-job experiences • Cross-boundary experience • Off-site experience • Mid-career renewal

18. Leadership Focus • Envision • Enable • Empower • Energize

19. Studying Leadership Trait Approach Behavioral Approach Contingency Approach Modern Theories

20. TRAIT THEORY • Intelligence • Extroversion • Self-assurance • Empathy

21. Relative Importance of Trait Leadership Characteristics Very Important Supervisory Ability Intelligence Occupational Achievement Decisiveness Self-actualization Self-assurance Moderately Important Lack of need for security Initiative Working class affinity Maturity Lack of need for financial reward Unimportant Masculinity-femininity

22. Behavioral Theories Ohio State Studies: Initiating Structure - Consideration University of Michigan Studies Production Orientation – Employee Orientation Managerial Grid – Blake & Mouton Concern for Production – Concern for People

23. Managerial Grid Concern for People Concern for Production Blake and Mouton

24. CONTINGENCY THEORIES • Continuum (Tannenbaum & Schmidt) • Path-Goal Model • Leadership-Participation Model • Contingency Model (Fiedler) • Life Cycle Theory (Hersey & Blanchard)

25. Continuum of LeadershipTannenbaum & Schmidt Freedom for followers Freedom for leader Tells Sells Consults Joins

26. Continuum of LeadershipTannenbaum & Schmidt Make decision & announce “Sell Decision” Present ideas; invite questions Tell tentative decision, subject to change Present problem; get suggestions; make dec Define limits; group decides Permit followers to decide in limits Freedom for followers Freedom for leader Tells Sells Consults Joins

27. Path-Goal Model Leader assists others in reaching goals compatible with organizational goals Leader deals with 2 variables: 1. Environmental (outside follower control) 2. Follower (part of person) Leader must compensate for these factors that are lacking. Environmental Contingencies Leader Behavior Outcomes Follower Contingencies

28. Path-Goal Theory Follower Chars: Locus of control Experience Ability Followers Perceptions Motivation Outcomes Satisfaction Performance Leader Behs: Directive Supportive Participative Achievement-focused Environmental Factors Tasks Authority Work Group

29. FIELDER:CONTINGENCY MODEL • Concern for leader- follower relations • Concern for task success and task related problems

30. LIFE CYCLETHEORY (Low) Relationship Behavior (High) (Low) Task Behavior (High)

31. LIFE CYCLE THEORY (Low) Relationship Behavior (High) (LOW) Task Behavior (High) M4 M3 M2 M1 MATURITY OF FOLLOWERS

33. Foundations of Leadership: Trust TRUST Positive Expectations History-dependant Opportunistic Willingness Determinants of Trust Integrity Competence Consistency Loyalty Openness

34. Types of Trust Deterrence-based Trust Fragile One violation/inconsistency fatal Based on fear of reprisal Knowledge-based Trust Organizational favorite Behavioral predictability Information vs. deterrence Not broken by inconsistency Identification-Based Trust Emotional connection Allows substitution/agency Based upon mutual understanding Requires long history

35. CONTEMPORARYPERSPECTIVES • Charismatic Leadership • Transactional Leadership and Transformational Leadership • Emotional Intelligence • Self-Leadership • Superleadership

36. CHARISMATIC LEADERSHIP • Provides inspiring goals • Generates new ideas for future • Recognizes abilities of others • Recognizes limits of others • Influences others through liking and respect • Takes personal risks for org. • Uses nontrad means to achieve goals • Exhibits unique, surprising behaviors

37. CHARISMATIC LEADERSHIP NonCharismatic Charismatic

38. Self-Leadership Model Self-Leadership Encourage employees to create self-set goals Encourage use of self rewards to create behaviors (no outside punishment) Create positive thought patterns Create climate of self-leadership Encourage self criticism

39. Emotional Intelligence Intelligence & job knowledge not Sufficient for leadership = Threshold Capabilities Only Emotional Intelligence = Self awareness Self management Self motivation Empathy Social Skills 90% difference stars vs. average performers due to EI

40. Principles of Leadership: Miree Modification 1. Know yourself and seek improvement 2. Seek/take responsibility for your actions 3. Make sound & timely decisions 4. Be/set an example 5. Know “your” people and look after their well-being well. 6. Be responsibility for self and –ees. 7. Follow-through 8. Build the team continuously 9. Keep subordinates informed -- always 10. Evaluate unit regularly 11. Establish leadership over & over & over. 12. Have integrity: Do what you say. Say what you do.