Welcome to MT 140 Unit 5 - Leading

1. Welcome to MT 140Unit 5 - Leading Cynthia Cherry

2. Unit 5 Key Concepts • Leading is one of the four primary functions of management • Effective leaders are talented in combining strategy and interpersonal skills to formulate plans and implement strategies that create positive results. • There are key similarities and differences between leading and managing. • Managers can employ practical, effective techniques for increasing people’s effort and performance.

3. What is leadership?

4. What is leadership? • A leader is one who influences others to attain goals. • Management, Bateman/Snell • A person who rules or guides or inspires others • Princeton.edu • “One does not “manage” people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.” Peter Drucker, The Essential Drucker

5. What Do You Want From Your Leaders?

6. We want… • A vision for the organization • Support for personal development • Clearing obstacles to high-level performance • Respectful, fair, and ethical treatment • Helping to grow and become better contributors

7. What traits should leaders possess?

8. Leadership Traits • Drive • Motivation • Integrity • Self-confident • Knowledgeable

9. Motivation • Forces that energize, direct, and sustain a person’s efforts • Achieve performance goals

10. Leading and Managing

11. Leading and Managing • Leading • Setting the direction for the firm • Inspiring people to attain the vision • Keep people focused on moving the organization toward its ideal future, motivating people to overcome any obstacles • Managing • Deal with ongoing day-to-day complexities • Requires planning and budgeting routines • Requires structuring the organization, staffing it with capable people, and monitoring activities

12. Leadership • Supervisory Leadership: provides guidance, support and corrective feedback for day-to-day activities • Strategic Leadership: gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future

13. Five Sources of Power • Legitimate power • Reward power • Coercive power • Referent power • Expert power

14. Developing Leadership Skills • Assessment – development needs • Challenge – stretch out of comfort zone • Support – training and feedback “To lead tomorrow, learn today.” John C. Maxwell, Leadership 101

15. Are you a good follower? “Executives are given subordinates; they have to earn followers.” Management, Bateman/Snell

16. “A good leader surrounds himself with people who complement his skills. Only an honest and fair assessment of your abilities will allow this to happen.” • Colin Powell, The Powell Principles • “The leader sets an example. The other people in the organization take their cue from the leader-not from what the leader says, but from what the leader does.” • Colin Powell, The Powell Principles • Leadership is the art of getting someone else to do something you want done because he wants to do it. • Dwight D. Eisenhower

17. Charismatic vs. Transformational Leaders • Your readings discuss charismatic versus transformational leaders. • Let’s start by describing each type. • What is a charismatic leader? • What is a transformational leader?

18. Charismatic Leaders • A Charismatic Leader • Inspires followers • Is dominant, self confident • Is convinced of the morality of his/her beliefs • Arouses a sense of excitement and adventure • Usually an eloquent speaker • Can you think of individuals who, in your opinion, fit this description of a charismatic leader?

19. Transformational Leaders • A transformational leader: • motivates (moves) people beyond excitement, beyond their personal interest, to act for the good of the group. • not only generates excitement, but also revitalize organizations. • gives followers individualized attention. • is intellectually stimulating. • helps organizations and individuals explore Strengths, Weaknesses, Opportunities and Threats (SWOT) • ultimately motivates people into action

20. Charismatic vs. Transformational • Is it possible for one person to be both a transformational and charismatic leader? • Which type of leader are you or do you envision yourself becoming?

22. Assignments • Discussion Board Assignment: Dalman and Lei have decided to meet a venture capital group in New York to discuss the possibility of internal expansion of Sandwich Blitz, Inc., and to find out if acceptable financing can be arranged. Dalman has always been the one who could voice the Sandwich Blitz vision. He has usually been the visible “voice” for the company while Lei has usually worked behind the scenes to handle financial matters. They are both worried in this situation. Dalman is afraid that he lacks the financial background to satisfy these financiers. Lei is afraid that she might not have the marketing skills needed to convince this group of the unique capabilities of Sandwich Blitz. • Refer to your unit readings, about leading and managing. In your judgment, what is Sandwich Blitz more in need of in this situation: a manager or a leader?What is the difference between the two? How would you resolve this dilemma if you were Dalman or Lei?

23. Exam Business is going relatively well at Sandwich Blitz, Inc. However, Dalman and Lei have noticed that an increasing number of employees and store managers are arriving late to work. They are wondering what they should do. Referring to the readings section on Power and Leadership, respond to the quiz questions related to the scenario. You will be able to enter the quiz only once. There is a 2-hour time limit.

24. Quiz • Don’t forget that you can take the Quiz as often as you need to prior to the Tuesday midnight deadline until you get the score that you desire.

25. Thank You for Attending! • This concludes our seminar for Unit 5. I appreciate your taking the time out to join me and to invest in the concepts about leadership and leading.