Leadership

What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

Types of Leaders

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

Types of Leadership Style

Types of Leadership Style

Autocratic:
Leader makes decisions without reference to
anyone else
High degree of dependency on the leader
Can create de-motivation and alienation
of staf
May be valuable in some types of business
where decisions need to be made quickly and
decisively

Types of Leadership Style

Democratic:
Encourages decision making
from diferent perspectives leadership
may be emphasised throughout
the organisation
Consultative: process of consultation before
decisions are taken
Persuasive: Leader takes decision and seeks to
persuade others that the decision
is correct

Types of Leadership Style

Democratic:
May help motivation and involvement
Workers feel ownership of the firm and
its ideas
Improves the sharing of ideas
and experiences within the business
Can delay decision making

Types of Leadership Style

Laissez-Faire:
Let it be the leadership responsibilities
are shared by all
Can be very useful in businesses
where creative ideas are important
Can be highly motivational,
as people have control over their working life
Can make coordination and decision making
time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations

Types of Leadership Style

Paternalistic:
Leader acts as a father figure
Paternalistic leader makes decision
but may consult
Believes in the need to support staf

Managers vs.
Leaders
Leaders
Managers
Focus on
things
Do things right
Plan
Organize
Direct
Control
Follows the

Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities

Common Activities

Planning
Organizing
Directing
Controlling

 Devises strategy

Planning
Manager
Planning
Budgeting
Sets targets
Establishes
detailed steps
Allocates
resources

Sets direction
Creates vision

Organizing
Manager
Creates
structure
Job
descriptions
Staffing
Hierarchy
Delegates
Training

Leader
Gets people on
board for strategy
Communication
Networks

Directing Work
Manager
Solves
problems
Negotiates
Brings to
consensus

Leader
Empowers
people
Cheerleader

Controlling
Manager
Implements
control
systems
Performance
measures
Identifies
variances
Fixes

Leader
Motivate
Inspire
Gives sense of
accomplishment

Leadership Traits
Intelligence
More
intelligent
than nonleaders
Scholarship
Knowledge
Being able to
get things
done

Physical

Personality

Verbal facility
Honesty
Initiative
Aggressive
Self-confident
Ambitious
Originality
Sociability
Adaptability

Leadership Selling
Styles
Delegating
Low relationship/
low task
Responsibility
Willing
employees

Participating
High
relationship/ low
task
Facilitate

High task/high
relationship
Explain decisions
Willing but
unable

Telling
High Task/Low
relationship
Provide
instruction
Closely supervise

New Leaders Take Note

General Advice Challenges
Take
advantage of
the transition
period
Get advice and
counsel
Show empathy
to predecessor
Learn

Need
knowledge
quickly
Establish new
relationships
Expectations
Personal
equilibrium

New Leader Traps

Not learning
quickly
Isolation
Know-it-all
Keeping
existing team
Taking on too
much

Captured by
wrong people
Successor
syndrome

Seven Basic Principles

Have two to three years to make
measurable financial and
cultural progress
Come in knowing current
strategy, goals, and challenges.
Form hypothesis on operating
priorities
Balance intense focus on
priorities with flexibility on

Seven Basic Principles,

cont
Decide about new organization
architecture
Build personal credibility and
momentum
Earn right to transform entity
Remember there is no one
way to manage a transition

Core Tasks
Create
Momentum
Master
technologies of
learning,
visioning, and
coalition
building
Manage oneself

 Foundation for
Create Momentum
Learn and
know about
company
Securing early
wins
First set short
term goals
When
achieved
make a big
deal

change

Vision of how
the
organization
will look
Build political
base to
support
change
Modify culture
to fit vision

Create Momentum
Build
credibility
Demanding but
can be
satisfied
Accessible but
not too
familiar
Focused but
flexible
Active

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?

Communicate the vision

Simple text

- Best channels

Enabling Technologies,
cont

Coalition building

Dont ignore
politics
Technical change
not enough
Political
management isnt
same as being
political
Prevent blocking
coalitions
Build political
capital

Manage Oneself
Types of help
Technical
Be self-aware
Political
Define your
Personal
leadership
style
Advisor traits
Get advice and
Competent
counsel
Trustworthy
Advice is from
expert to
leader
Counsel is

Enhance your
status

How Far Can You Go?