400 likes | 619 Views
Week 6 Leadership. goals. Characteristics of effective leaders. Its up to you work on these. Leadership styles. Most leadership styles have strengths and weaknesses. Assess own leadership style. Case of Supervision. (leadership). Is a manager doing an effective job? Presentations.
E N D
goals • Characteristics of effective leaders. Its up to you work on these. • Leadership styles. Most leadership styles have strengths and weaknesses. • Assess own leadership style. • Case of Supervision. (leadership). Is a manager doing an effective job? • Presentations.
Leadership. • Think of someone you admire as a leader. • This could be a parent, supervisor, church leader, coach, TV, movie personality. • Two things. Leadership according to this person is _________ • Also what characteristics do they have that makes that person an effective leader?
Compare to Peter Drucker’s observations • Leadership is Decision Making, implementation of decisions, working with people in collectively. • Decision Making—what needs to be done and doing the right thing for the organization. • Laser focus on what needs to be done. • Delegation to others of other tasks. Focus on what you can do well.
Implementation • Action plans and taking responsibility. • Set targets, time deadlines, know who is responsible. Review those decisions on a Periodic basis. • To what extent can/should you trust others to do their own work? How often do you monitor other’s work.
People • Communication—Drucker emphasizes giving information, but receiving is important too. • Focus on opportunities not problems. • Fire fighter vs change agent. • Blamer vs corrective action. • Do Perfectionists make good leaders?
Make meetings productive. Topic of presentations. Also Drucker suggests many different types of meetings. • Think and say we. Listen first and speak last.
This is also compatible with Ohio State Studies on Leadership. • Task • People. • What happens if all task and no people? • What happens if all people and no task.
Which characteristics are probably most important in Leadership • Decision Making or People skills. • Why
How do you develop these skills? • What is your action plan? Pick any quality. • Can you hold yourself accountable? • How? • “Self-Leadership”
Leadership Style • A set of integrated behaviors that influences that way you motivate and direct your subordinates. • Theory X, Theory Y, hard, soft, individualistic, collectivistic.
Seven transformations • Deals with different leadership styles. The implications are that some are better than others. But each really has its different strengths and weaknesses. • Something we can discuss more later. • Largely focuses on how people make decisions.
Opportunist • Self-oriented, manipulative, power hungry, putting others down to build oneself. • What types of things would an opportunist do when supervising others?
Good in Emergencies when things need to get done. Lower level. • Image that bad people get ahead. • Keep in mind everyone may at times act in an opportunistic way.
Why are they so hard on this leadership style? Does not match your movie stereotypes.
Diplomat • The typical soft manager. Avoids conflict. • Wants to be liked by others and belong. • Obeys the group norms. • Achieves a lot of group cooperation. • Typical of first line managers. • What types of things would a diplomat do with subordinates. Communication, motivation, conflict, managing personality conflicts, etc.
The expert • Relatively common 38%. • Logic drives their choices. • Expect others to be logical at all times and share their logic. • Experts tend to avoid collaboration. Not your people oriented person.
What behaviors with expert • How do they make decisions.
These people often get to top management, but not that effective. Why.
The Achiever • Represents a definition of leadership. • Challenges and supports subordinates with a focus on deadlines. Think implementation. • Open to feedback, manage conflicts, acknowledge differences in others.
What behaviors associated with • Achiever. • How do they make decisions.
Individualist • James Kirk Star Trek. • Major strength is innovation and thinking out of the box. • Abstract thinkers. • Tend to value differences in people. See conflict as an opportunity to change and innovate. Digress with conflict for a bit. • Strong communication with colleagues
Back to individualist. • Often drive experts and achievers crazy who say you can’t do that. Seen as wild cards. John DeLorean.
What behaviors would be associated with Individualist • How do they make decisions
Strategists and Alchemists • Both are rare and somewhat related. One is more Charismatic than the other.
The strategist. • Leadership as decision Maker. But Decision make with a high sensitivity to the needs of others. • Decision making. Fully understands SWOT analysis. Knows the industry. Knows the opportunities.
People attributes • Conflict and resistance to change are organizational realities. • Visionary communicator (transformational leadership style). • Communication as an iterative process. Goes up and down. Need to be flexible to make adjustments about how to get to visions. But never loses sight of the vision.
Alchemist • Similar to strategist but Add Charisma to visionary. Very Unusual. Charismatic visionaries can be very positive or very negative.
So what? • First, in your teams, where are you currently. • Article mentions developmental. Much of what we try to do in the MBA is to get you to move to a different level.
Contingency Leadership • Levels are appropriate. • Diplomat great at lower levels. Individualist is not good at lower levels. • Achiever is a good mid levels and implementation. • Thus, you will need to modify your leadership style to different situations. • Problems with one leadership style fits all situations. • Peter Principle.
Practice your leadership in your teams. Take turns with different projects. • Strongly advise feedback sessions after each project to the team leader. • Consider using the seven transformation in that feedback. • I can not make you do these things. Practice, Practice, Practice. Its all up to you.