WHAT DOES IT MEAN TO BE A LEADER?

1. WHAT DOES IT MEAN TO BE A LEADER? Damon Burton University of Idaho

2. How would you personally define leadership?

3. LEADERSHIP DEFINED • Leadership – is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes. • Influence – suggests that the relationship among people is (a) active, not passive, (b) multidirectional and (c) noncoercive. • Change – is desired rather than maintaining the status quo

4. LEADERSHIP DEFINED - 2 • Change – reflects purposes that leaders and followers share. • Leadership attempts to influence others to come together around a common vision. • Leadership is a people activity and involves change “among people” and not “to people.” • Intention means promoting people to actively pursue change.

5. HOW ARE LEADERS DIFFERENT? • Leaders are not necessarily different. • Qualities of effective leadership are the same as for effective followership. • Many of us are both effective leaders and followers, depending on the role we play and the situation we are in. • Ideally, leadership is shared among leaders and followers, with each fully engaged and accepting higher levels of responsibility.

6. Identify someone you know personally who you would consider a leader. • parent, • friend, • teacher, • coach, • boss

7. What characteristics make this person a leader?

8. WHAT CHARACTERISTICS MAKE THIS PERSON A LEADER? • Leadership is an everyday way of acting and thinking that has little to do with a title or formal position in an organization • Leadership is about committing to find ways to lead.

9. CHARACTERISTICS OF GLOBALIZATION – HOW THE WORLD GOT FLAT • Windows-powered PCs • the Web and Netscape, • work-flow software, • uploading (e.g., Wikipedia), • outsourcing,

10. CHARACTERISTICS OF GLOBALIZATION – HOW THE WORLD GOT FLAT - 2 • off-shoring, • supply-chaining, • insourcing (e.g., UPS), • in-forming (e.g., Google & Yahoo), • steroids – digital, mobile, personal, & virtual.

11. NEW PARADIGM Old New change & crisis management empowerment collaboration diversity higher purpose humble • Stability • control • competition • uniformity • self-centered • hero

12. FROM STABILITY TO CHANGE • change and crisis are inevitable, • use change as a source of energy and self-renewal, • develop effective crisis management skills to weather storm, • view problems as opportunities but must be prepared to handle them.

13. FROM CONTROL TO EMPOWERMENT • Rigid organizational hierarchies and structured jobs with strict procedures were believed necessary for high productivity. • Control and rigidity reduce motivation, innovation and morale. • Leaders need to share power rather than hoard it.

14. FROM CONTROL TO EMPOWERMENT • Leaders need to find ways to increase an organization’s brain power by getting everyone involved and committed. • Recognize that information not assets are today’s major corporate resources. • In 1950, 73% of corporate worth were tangible assets, but by 2002 it had declined to only 53%. • Employees’ knowledge is valuable only if used and allowed to flourish.

15. FROM COMPETITION TO COLLABORATION • Most organizations today stress teamwork and cooperation. • Work teams are horizontal collaboration across departments. • Collaboration increases resources and promotes better solutions that competition alone. • Companies today are forming partnerships with competitors to enhance quality and reduce cost.

16. FROM COMPETITION TO COLLABORATION • Collaboration creates numerous challenges for leaders. • It is difficult to create a climate that fosters teamwork and community in order to promote collaboration and mutual support. • Empowerment of team members has replaced intimidation and manipulation as major motivation strategies.

17. FROM UNIFORMITY TO DIVERSITY • Uniformity, separation and specialization have characterized organizations in the past. • People who think alike, act alike and have similar skills have been grouped together into teams or units. • When teams are too homogeneous, it stifles innovation and creativity. • In the Information Age, diversity increases brainpower and creativity and promotes success.

18. FROM SELF-CENTERED TO HIGHER PURPOSE • Pay for CEOs quadrupled between 1993 and 2005. • CEO pay was 369 times the average employee’s salary. • New paradigm leaders emphasize accountability, integrity, responsibility and humility. • “Doing the right thing—even if it hurts” is the new motto. • Servant leaders want to help their followers prosper.

19. FROM HERO TO HUMBLE • Rather than being a celebrity, Level 5 leaders work hard behind-the-scenes to support and develop others in order to create a strong organization. • “Let others take the credit” is the new motto. • New age leaders do what is best for the company with a complete lack of ego.

20. FROM HERO TO HUMBLE • Darwin Smith of Kimberly-Clark humbly attributed his success to “I never stopped trying to become qualified for the job.” • Level 5 leaders accept all the blame for failure but give the credit for success to others. • New age leaders work to develop many strong leaders who can step forward and continue the organization’s success long into the future.

21. RUDY GUILIANI’S LEADERSHIP SUCCESS PRESCRIPTION • develop and communicate strong beliefs (i.e., sell your ideas), • accept responsibility (i.e., accountability), • surround yourself with great people, • study, read and learn independently.

22. MANAGEMENT VERSUS LEADERSHIP • Management – the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources. • Both management and leadership are essential and must be integrated effectively to promote high performance.

23. MANAGE OR LEAD? Leadership Management Create vision/strategies with eye on horizon Create shared culture & values, helping others grow. Coach role to inspire and motivate followers using a people-focus Open mind, insight, listener, courage & emotionally connected Create change and a culture of integrity • Direction - planning, budgeting, bottom line • Alignment - organizing, staffing, directing & controlling • Relationships - acting as boss, position power & object focus • Personal Qualities -Emotional distance, conformity, insight, talking, expert mind • Outcomes - stability & efficiency culture

24. PROVIDING DIRECTION • Management focuses of detailed plans and schedules, then allocating resources to accomplish the plan. • Leadership creates a compelling vision for the future and developing strategies for producing the changes needed to achieve the vision.

25. ALIGNING FOLLOWERS • Management organizes a structure to accomplish a plan, including: staffing, developing policies and procedures to direct followers and monitor plan implementation. • Managers are thinkers and followers are doers. • Leadership communicates the vision and develops a shared culture and set of core values that can lead to the desired goal. keeps their eye on the horizon and the long-term future. • Followers are thinkers and doers and leaders foster a sense of ownership in everyone.

26. ALIGNING FOLLOWERS • Management creates boundaries with different specialties, departments and a hierarchial level. • Leaders break down boundaries so people know what others are doing, can coordinate easily and feel a sense of teamwork. • Leaders encourage people to expand their minds and abilities and assume responsibility for their own actions. • Management communication involves providing answers and solving problems. • Leaders ask questions, listen and involve others.

27. BUILDING RELATIONSHIPS • Management focuses on objects such as machines and reports and on taking steps needed to produce goods and services. • Leaders focus on motivating and inspiring followers. • Management relationships are based on position and formal authority. • Leaders base relationships on personal relationships.

28. DEVELOPING PERSONAL LEADERSHIP QUALITIES • Leaders have enthusiasm, integrity, courage and humility. • Leaders have a genuine passion for work and concern for others. They love what they do and want to share their passion with others. • Leaders help followers become part of a community and feel they are contributing to something worthwhile. • Leaders have courage to admit mistakes and doubt, to take risks, to listen and to trust and learn from others. • Leaders know who they are and what they stand for.

29. DEVELOPING PERSONAL LEADERSHIP QUALITIES • Management encourages emotional distance. • Management means providing answers and solving problems. • Managers find emotional connections uncomfortable. • Leaders have courage to admit mistakes and doubt, to take risks, to listen and to trust and learn from others. • Leaders are willing to be nonconformists, to disagree and to step out of their comfort zone.

30. CREATING OUTCOMES • Management maintains stability, predictability and order through a culture of efficiency. • Management helps organizations consistently achieve short-term results and meet the expectations of stakeholders. • Leaders create change, within a culture of integrity that helps organizations thrive long-term by promoting openness, honesty, positive relationships and long-term focus. • Leaders question and challenge the status quo.

31. LEADERSHIP THEORIES • “Great Man” Theories, • Trait Theories • Behavior Theories, • Contingency Theories, • Influence Theories, • Relational Theories,

32. LEADERSHIP EVOLUTION

33. REASONS FOR EXECUTIVE DERAILMENT • Acting in an insensitive, abrasive, intimidating, bullying style, • Being cold, aloof and arrogant, • Betraying personal trust, • Being overly ambitious, self-centered, thinking of next job & playing politics, • Having specific performance problems with the business, • Overmanaging being unable to delegate or build a team, • Being unable to select good subordinate.