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Leadership Defined
Leadership is the ability to inspire people
to make a total, willing, and voluntary
commitment to accomplishing or exceeding
organizational goals.
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What leaders must be able to do?
Overcome resistance to change
Broker the needs of consistency
groups inside and outside of the organization.
Establish an ethical framework within which all
employees and the company as a whole
operator.
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What is a good leader?
Good leaders come in all shapes, sizes,
genders, ages, races, political, persuasions, and
national origins. They do not look alike, talk alike, or
even work alike. However, good leaders do share
several common characteristics. These are the
characteristics necessary to inspire people to make
a total, willing, and voluntary commitment.
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Good leaders are committed to both the job to be
done and the people who must do it, and they are
able to strike the appropriate balance between the
two.
They are good role models.
Good leaders are good communicators.
Good leaders have influence with employees and
use it in a positive manner.
Good leaders are persuasive.
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Several criteria that Drucker uses to
distinguish leaders from mistakes
Leaders define and clearly articulate the
organizations mission.
Leaders set goals, priorities, and standards.
Leaders see leadership as a responsibility rather
than a privilege of rank.
Leaders surround themselves with knowledge,
strong people who can make a contribution.
Leaders earn trust, respect, and integrity.
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Several criteria (continuation)
Leaders are born, not made.
Leaders are charismatic.
Leadership exists only at top.
Leaders control, direct, prod, and manipulate.
Leaders dont need to be learners.
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Leadership for quality
The Deming chain reaction
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Principles of leadership for quality
Obsession with quality
Recognizing the structure of work
Freedom through control
Unity of purpose
Looking for faults in systems
Teamwork
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The Juran Trilogy Elements
Planning, control, and improvement of quality do not
happen automatically in any organization. They happen
as the result of leadership.
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Leadership, Motivation, and
Inspiration
The key to motivating people lies in the ability
to relate their personal goals to the organizational
goals. The key to inspiring people lies in the ability
to relate what they believe to the organizational
goals. Implicit in both cases is the leaders need to
know and understand workers, including both their
individual goals and their personal beliefs.
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Autocratic leadership
Also called directive or directional leadership.
People who take this approach make decisions
without consulting the employees who will have to
implement them or who will
be affected by them. They tell
others what to do and expect
them to comply obediently.
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Democratic Leadership
Also called consultive or concensus leadership.
People who take this approach involve the employees
who will have to implement decisions in making them.
The leader actually makes the final
decision, but only after receiving
the input and recommendations
of team members.
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Participative Leadership
Also known as open, free-rein, or nondirective
leadership. People who take this approach exert
little control over the decision-making process.
Rather, they provide information
about the problem and allow
team members to develop
strategies and solutions.
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Goal-Oriented Leadership
Also called results-based or objective-based
leadership. People who take this approach ask team
members to focus solely on the goals at hand. Only
strategies that make a definite and measurable
contribution to accomplishing
organizational goals are
discussed.
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Building and Maintaining a
Following
Managers can be good leaders only if people
they hope to lead will follow them willingly
and steadfastly. Followership must be built
and having built and maintained.
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Popularity and the Leader
An important point to understand in leading
people is the difference between popularity and
respect. Long-term
followership grows
out with respect,
not popularity.
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Managers occasionally have to make unpopular
decisions. This is a fact of life for leaders, and it is
why leadership positions are sometimes described
as lonely ones. Making an unpopular decisions
does not necessarily cause a leader to lose
followership, provided the leader is seen as having
solicited a broad base of input and given serious,
objective, and impartial consideration to that input.
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Leadership Characteristics that Build and
Maintain Followership
Sense of Purpose
Self Discipline
Honesty
Credibility
Common Sense
Stamina
Commitment
Steadfastness
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Pitfalls that can Undermine Followership
Trying to be a buddy.
Having an intimate relationship with an
employee.
Trying to keep things the same when
supervising former peers.
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Paradigms of Human Interaction
Win/win an approach to human interaction that seeks
mutual benefit.
Win/lose an approach to human interaction that says,
Go ahead and have things your way, I never get what I
want anyway.
Lose/lose an approach to human interaction in which
both parties are so stubborn, ego driven and vindictive
that, ultimately, they both lose regardless of what
decision is made.
Win an approach to human interaction that says, I
dont necessarily want you to lose, but I definitely want to
win.
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Of the four paradigms, the win/win approach is
the one that will most help leaders build and
maintain a following. Unlike the other paradigms,
win/win places value on the opinions of both
parties and requires them to work together to
find solutions.
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Leadership Versus Management
According to John P. Kotter, leadership and
management are two distinctive and
complementary systems of action.
Kottler lists several differences between
management and leadership:
Management is about coping with complexity;
leadership is about coping with change.
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Management is about planning and budgeting for
complexity; leadership is about setting the direction
for change through the creation of a vision.
Management develops the capacity to carry out
plans through organizing and staffing; leadership
aligns people to work toward the vision.
Management ensures the accomplishment of plans
through controlling and problem solving; leadership
motivates and inspires people to want to accomplish
the plan.
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Bennis Comparison of Leaders and Managers
Managers Leaders
1. Administer 1. Innovative
2. Copies 2. Originals
3. Maintain 3. Develop
4. Focus on systems and structure 4. Focus on people
5. Rely on control 5. Inspire
6. Take the short view 6. Take the long view
7. Ask how and when 7. Ask what and why
8. Accept the status quo 8. Challenge it
9. Do things right 9. Do the right thing
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Trust Building and Leadership
Trust is a necessary ingredient for success in the
intensely competitive modern workplace. It means, in
the word of D. Zielinski and C Busse, employees who
can make hard decisions, access key information, and
take initiative without fear of
recrimination from management,
and managers who believe their
people can make the right decisions.
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Trust-Building Strategies include:
Taking the blame but sharing the credit.
Managers who point the finger of blame at their
employees, even when the employees are at fault, do
not build trust.
Pitching in and helping.
Managers can show leadership and build trust by rolling
up their sleeves and helping when a deadline is
approaching.
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Being consistent.
People trust consistency. It lets them know what to
expect. Even when employees disagree with managers,
they appreciate consistent behavior.
Being equitable.
Managers cannot play favorites and hope to build trust.
Employees want to know that they are treated not just
well, but as well as all other employees. Fair and
equitable treatment of all employees will help build trust.
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Leadership and Ethics
Setting high standards of ethical behavior is an
essential task of leaders in a total quality setting.
The Japanese recognize that there are really only two demands of
leadership. One is to accept that rank does not confer privileges; it
entails responsibilities. The other is to acknowledge that leaders in
an organization need to impose on
themselves that congruence between
deeds and words, between behavior
and professed beliefs and values, that
we call personal integrity.
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Leadership and Change
David Shanks recommends the following strategies:
1. Have a clear vision and
correspondingly goals.
2. Exhibit a strong sense of
responsibility.
3. Be an effective communicator.
4. Have a high energy level.
5. Have the will to change.
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Shanks developed these strategies to help
executives guide their companies through
periods of corporate stress and change, but
they also apply to other personnel. These
characteristics of good leaders apply to any
manager at any level who must help his or
her organization deal with the uncertainty
caused by change.
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Facilitating Change as a Leadership
Function
Deeprose divides managers into three categories, based
on how they handle change: driver, rider, or spoiler.
People who are drivers lead their organizations in new
directions as a response to change.
Managers who just go along, reacting to change as it
happens rather than getting in front of it, are riders.
Managers who actively resist change are spoilers.
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Employees and Managers on Change
One of the difficulties organizations face when
attempting to facilitate change is the differing
perceptions of employees and managers
concerning change. Employees often view
change as something done to them. Managers
often regard it as something done in spite of
employees who just wont cooperate.
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The key to winning the support of employees for
change is involvement. Make them part of the
process from the beginning. Give them a voice
in how change is implemented.
Make sure that change is
something done with
employees rather than
to them.
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From the perspective of
employees, managers are
viewed as the bad guys
when changes are made.
This viewpoint is just as unfair and
counterproductive as the one that sees
employees as inhibitors of change.


To respond effectively to change, organizations
must continually apply at least the following
strategies:
Promote a we are in this together
attitude toward change.
Make sure all employees understand that change is
driven by market forces, not management.
Involve everyone who will be affected by change in
planning and implementing the response to it.
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RESTRUCTURING AND CHANGE
Few words can strike as much fear into the hearts
of all employees at all levels as restructuring. The
term at one time was synonymous with
reorganization. Because of the ever-changing
conditions of the global marketplace, few
organization without will escape the necessity for
restructuring, and few people will complete a
career without experiencing one or more
restructurings.
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HOW TO LEAD
RESTRUCTURING
Be Smart and Empathetic
Have a Clear Vision
Establish Incentives that Promote the Change
Continue to Train
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HOW TO LEAD CHANGE
1. Accept the reality of continual change.
Several reasons that employees may not understand the reality of and need
for change:
Absence of a major crisis
Low overall performance standards
No view of the big picture
Internal evaluation measures that focus on the wrong benchmarks
Insufficient external feedback
Overfocus among employees on the day-to-day stresses of the job
A "kill the messenger" mentally among managers
Too much "happy talk" from executive managers
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2. Establish and Charter the Steering Committee.
The media like to create the image of the knight
on a charging steed who single-handedly saves
the company. This story makes good press, but it
rarely squares with reality. Organizations that do
the best job of handling change have Kotter calls a
"guiding coalition." The guiding coalition is a team
of people who are committed to the change in
question ad who can make it happen.
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Every member of the team should have the following
characteristics:
AUTHORITY. Members should have the authority necessary
to make decisions and commit resources.
EXPERTISE. Members should have expertise that is
pertinent in termsof the subject change so that informed
decisions can be made.
CREDIBILITY. Members must be well respected by all
stakeholders so that they will be listened to and taken
seriously.
LEADERSHIP. Members should have the leadership
qualities necessary to drive the effort.
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3. Establish Antenna Mechanisms
Leading change is about getting out in front of it.
It's about driving change rather than letting it
drive you. To do this, organization must have
mechanisms for sensing trends that will
generate future change. These "antenna"
mechanisms can take many forms, and the
more, the better.
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4. Develop a Vision.
The five characteristics of an effective vision are:
IMAGINABLE. It conveys a picture that others can see of how
things will be after the change.
DESIRABLE. A vision that points to a better tomorrow for all
stakeholders will be well received even by those who resist change.
FEASIBLE. To be feasible, a vision must be realistic and attainable
FLEXIBLE. An effective vision is stated in terms that are general
enough to allow for initiative in responding to ever-changing
conditions
COMMUNICABLE. A good vision can be explained to an outsider
who has no knowledge of the business.
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5. Communicate the Vision to All
Stakeholders.
A good communication package will have at
least the following characteristics:
SIMPLICITY
REPETITIVENESS
MULTIPLE FORMATS
FEEDBACK MECHANISMS
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6. Implement the Change.
Implementing the change is a step that i usually
composed of numerous substeps, it includes:
removing structural inhibitors to change.
enabling employees through training.
confronting managers and supervisors who continue
to resist change.
planning and generating short-term wins to get the
ball rolling.
eliminating unnecessary interdependence among
functional components of the organization.
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7. Incorporate the Change Process.
The following strategies will help an
organization anchor a major change in its
culture:
Showcase the results
Communicate constantly
Remove resistant employees
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Lessons from Distinguished
Leaders
Abraham Lincoln on Leadership
Harry Truman on Leadership
Winston Churchill on Leadership
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Abraham Lincoln on Leadership
He has been called the man who "saved the Union."
He lead the United States through four of the most bitter
and difficult years in its history, those years when the
North and South were embroiled in the American Civil
War. In a horrific conflict that pitted brother against
brother and friend against friend, Abraham Lincoln
prevailed against the forces of secession by clinging
steadfastly to his vision of one nation, undivided.
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Harry Truman on Leadership
Although Harry Truman exemplified many
important leadership strategies, he is best
remembered for the following:
1. Making hard decisions and striking by them
2. Taking responsibility
3. Believing in yourself when no one else does.
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Winston Churchill on Leadership
Churchill combined an optimistic spirit and a
bullsog tenacity into a "can-do" attitude that was
contagious. He convinced his beleaguered
compatriots that if they would hang on and their
duty, the forces of good would overcome the
forces of every course.
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Servant Leadership and Stewardship
Advocates of servant leadership believe those who
serve best lead best. According to Professor Sean
Aland, servant leaders set an example of putting
their employees, customers, organization, and
community ahead of their own personal needs.
Being a servant leader is being a good steward in
terms of the organization and its various
stakeholders.
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The servant leadership and stewardship
philosophy is an approach to organization
and management that seeks to go beyond
employee empowerment to employee
autonomy, while meeting all the demands
of a competitive marketplace.
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Criticism of Traditional Leadership
Approaches
Advocates of servant leadership and stewardship believe
that traditional approaches to leadership are inherently
limiting and restrictive.
According to Peter Block:
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Block summarizes his criticisms of traditional leadership
philosophy as follows:
1. Traditional leaders often have more impact in the news
than on our lives.
2. Traditional leaders reinforce the idea that
accomplishments can come only from great individual acts.
3. Traditional leaders cause our attention to be focused on
the top.
4. Traditional leaders who succeed tend to start believing
their own press.
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Potential Benefits of Servant Leadership
and Stewardship
Any organization that must compete in the global
marketplace faces three challenges:
1. Doing more with less.
2. Learning to adopt to customers and the
marketplace.
3. Creating passion and commitment in
employees.
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