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Leadership Characteristics

Leadership Characteristics. References. Leadership in Organizations , Ann Cooper, Southwestern,2002 Right from the Start , Dan Ciampa and Michael Watkins, Harvard Business School Press, 1999

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Leadership Characteristics

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  1. Leadership Characteristics

  2. References Leadership in Organizations, Ann Cooper, Southwestern,2002 Right from the Start, Dan Ciampa and Michael Watkins, Harvard Business School Press, 1999 “Level 5 Leadership: The Triumph of Humility and Fierce Resolve”, Jim Collins, Harvard Business Review, 2001 “What Makes an Effective Executive”, Peter Drucker, Harvard Business Review, 2004

  3. What is leadership? Leading people Influencing people Commanding people Guiding people Consistent, positive goals for change

  4. Why someone is a Leader • Leader by the position achieved • Leader by personality, charisma • Leader by moral example • Leader by power held • Intellectual leader • Leader because of ability to accomplish things

  5. Who is a Leader? • Intelligence • More intelligent than non-leaders • Scholarship • Knowledge • Being able to get things done • Analytical • Physical • Doesn’t seem to be correlated

  6. Can do attitude Works for the benefit of all Persistence Humor Dependable Energetic Planner Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability Leadership Traits

  7. Level 5 Leadership • Individual who blends extreme personal humility with intense professional will • Selects superb successors • Subjugate own needs to achieve something more lasting and larger than themselves

  8. Leadership Pyramid Executive – Builds enduring greatness through humility and professional will 5 Effective Leader – Catalyzes commitments from others to pursue vision, stimulates the group to high performance standards 4 Competent Manager – organizes people and resources toward effective and efficient uses 3 2 Contributing Team Member – Contributes to the achievement of group objectives; works effectively with others 1 Highly Capable – Productive contributions through talent, knowledge, skills, and good work habits

  9. Steps to Level 5 Leadership • First, get the right people, then figure out what needs to be done • Confront the brutal facts • Hedgehog concept • Culture of Discipline • Accelerate through technology • Small steps build momentum • Avoid the doom loop

  10. Eight Practices • What needs to be done? • What is right for the enterprise? • Develop action plans • Take responsibility for decisions • Take responsibility for communicating • Focus on opportunities rather than problems • Run productive meetings • Use “we” rather than “I”

  11. Roles of Leaders • Plan • Create Momentum • Encourages others, direct others • Master technologies of learning, visioning, and coalition building • Manage oneself

  12. Planning • Devise strategy • Set direction • Create vision • Decision maker

  13. Foundation for change Vision of how the organization will look Build political base to support change Modify culture to fit vision Learn and know about company Securing early wins First set short term goals When achieved make a big deal Should fit long term strategy Create Momentum

  14. Create Momentum • Build credibility • Demanding but can be satisfied • Accessible but not too familiar • Focused but flexible • Active • Can make tough calls but humane

  15. Master Technologies • Learn from internal and external sources • Visioning - develop strategy • Push vs. pull tools • What values does the strategy embrace? • What behaviors are needed?

  16. Communicate • Communicate the vision • Simple text - Best channels • Clear meaning - Do it yourself! • Adapt you communication style • Read body language and vocal dynamics • Be sensitive to context • Put it in writing • Provide details • Cultivate an atmosphere of openness

  17. Enabling Technologies, con’t • Coalition building • Don’t ignore politics • Technical change not enough • Political management isn’t same as being political • Prevent blocking coalitions • Build political capital

  18. Directing • Direct • Empower employees • Become the cheerleader and coach • Control • Motivate • Time/task management • Convey sense of accomplishment

  19. Managers vs. Leaders While many activities for managers and leaders are similar, there is one big difference….. • Managers know and value the unique abilities and eccentricities of their employees. They must identify and capitalize on what is unique about each person to build a better sense of a team and interdependency. Make the most of each person’s strengths • Leaders discover what is universal and capitalize on that. They rally people toward a better future while cutting through all differences.

  20. Be self-aware Define your leadership style Get advice and counsel Advice is from expert to leader Counsel is insight Types of help Technical Political Personal Advisor traits Competent Trustworthy Enhance your status Manage Oneself We’ll revisit this later in leadership articles and last class

  21. 7 Habits of Unsuccessful Executives • Feel they and their companies dominate their environment • They are the same as their company • They have all the answers • Ruthlessly eliminate all anyone not 100% behind them • Obsessed with image • Underestimate obstacles • Rely on what worked in the past

  22. How Far Can You Go?

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