MAKING MASTERS

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WELCOME TO
MAKING MASTERS
NO FOLLOWERS ALLOWED, ONLY LEADERS IN TRAINING
LEADERSHIP
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COURSE AGENDA
Management vs Leadership
The Leader - Manager
Understanding Leadership Styles
Situational Leadership
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MANAGEMENT vs LEADERSHIP
MANAGERS
LEADERS
Work in the system
Work on the system
React
Create opportunities
Control risks
Seek opportunities
Enforce organizational rules
Change organizational rules
Seek and thenfollow direction
Provide a vision to believe in and strategic
alignment
Control people by pushing them in the right
direction
Motivate people by satisfying basic human needs
Coordinateeffort
Inspire achievement and energize people
Provideinstructions
Coach team members, create self-leaders, and
empower them
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MANAGEMENT vs LEADERSHIP
MANAGERS ARE
LEADERS ARE
restricting
enabling
controlling
freeing
playing safe
risking
molding
releasing
forcing
enhancing
regimenting
challenging
stifling
participating
flexible
rigid
autocratic
democratic
consistent
predictable
Doing The Thing Right
Doing The Right Thing
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MANAGEMENT vs LEADERSHIP
EFFECTIVE MANAGERS
EFFECTIVE LEADERS
Plan Budget
Create Vision Empower
Organize Staff
AlignPeople
Monitor Control
Inspire Coach
LEADER-MANAGER
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LEADER - MANAGER
The Leader Creates the Vision Empowers Sets a
direction by developing a vision of the
future Identifies change strategies to achieve
the vision Leads an organization to
constructive change
The Manager Plans Budgets Manages complexity
by setting targets and goals Establishes
detailed steps for achieving these
targets Allocates resources to accomplish those
plans
Complementary The Planning process is a reality
check on the vision The vision provides a focus
on which planning can be done
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LEADER - MANAGER
The Leader Aligns People Communicates a sense
of direction and purpose Creates coalitions
committed to the visions success Demonstrates
to stakeholders how their interests are served
The Manager Organizes Staffs Develops the
capacity to achieve planned results Creates
organizational structure set of jobs Staffs
the jobs with (hopefully) qualified people
Complementary Organizing creates the systems
needed to do the job Alignment ensures the
systems operate in concert, not conflict
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LEADER - MANAGER
The Leader Inspires Coaches Taps into needs,
values, and emotions Provides the mental energy
to overcome obstacles Involves the team in
decisions on achieving the vision
The Manager Measures Controls Mechanisms to
compare system behavior with the plan Helps
people complete routine jobs Identifies
deviations and fixes problems
Complementary Measuring control lets you know
how things are going Inspiring coaching keeps
things going
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UNDERSTANDING LEADERSHIP STYLES
Autocratic Leadership Bureaucratic Leadership
Charismatic Leadership Democratic Leadership or
Participative Leadership Laissez-faire
Leadership People-oriented Leadership or
Relations-Oriented Leadership Servant Leadership
Task-oriented Leadership Transactional
Leadership Transformational Leadership
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AUTOCRATIC LEADERSHIP
An extreme form of leadership The leader has
absolute power over his group Group members have
little opportunity for making suggestions Most
people tend to resent being treated like
this Usually leads to high levels of absenteeism
and turnover Can be effective where the
advantages of control outweigh the disadvantages
(military)
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BUREAUCRATIC LEADERSHIP
By the book, ensure that their staff follow
procedures exactly Appropriate style for work
involving serious safety risks(military, working
with machinery, with toxic substances or at
heights) Appropriate style for work where large
sums of money are involved(such as cash-handling)
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CHARISMATIC LEADERSHIP
Leader injects huge doses of enthusiasm into his
or her team Is very energetic in driving others
forward Tends to believe more in him or herself
than in their team To their followers, success is
tied up with the presence of the charismatic
leader Creates a risk that a project, or even an
entire organization, might collapse if the leader
were to leave
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DEMOCRATIC or PARTICIPATIVE LEADERSHIP
Invites other members of the team to contribute
to the decision-making process Reserves the right
to make the final decision Increases job
satisfaction and helps to develop team members
skills This approach can take more time, but
often the end result is better Most suitable
where team-work is essential, and quality is more
important than speed to market or productivity.
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LAISSEZ-FAIRE LEADERSHIP
French phrase meaning leave it be Leader who
leaves his or her colleagues to get on with their
work Can be effective if the leader monitors what
is being achieved and communicates this back to
his or her team regularly Often works for teams
of experienced and skilled self-starters Can also
refer to situations where managers are not
exerting sufficient control
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PEOPLE or RELATIONS - ORIENTED LEADERSHIP
Leader is totally focused on organizing,
supporting and developing the team It is the
opposite of task-oriented leadership A
participative style, it tends to lead to good
teamwork and creative collaboration
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SERVANT LEADERSHIP
Describes a leader who is often not formally
recognized as such When someone leads by virtue
of meeting the needs of the team he or she is
described as a servant leader Effective in an
environment in which leaders achieve power on the
basis of their values and ideals Sometimes not
appreciated in competitive leadership situations
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TASK-ORIENTED LEADERSHIP
Focuses only on getting the job done, and can be
quite autocratic Will actively define the work
and the roles required, put structures in place,
plans, organizes, and monitors Spare little
thought for the well-being of their teams Suffers
many of the flaws of autocratic
leadership Difficulties in motivation and
retention
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TRANSACTIONAL LEADERSHIP
Team members agree to obey their leader totally
when they take on a job The transaction is
(usually) that the organization pays the team
members in return for their effort and
compliance Leader has the power to punish or
reward the team members Really more a way of
managing than a true leadership style The focus
is on short-term tasks Has serious limitations
for knowledge-based or creative work Remains a
common style in many organizations
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TRANSFORMATIONAL LEADERSHIP
A true leader who inspires the team constantly
with a shared vision of the future Highly
visible, and spends a lot of time
communicating Dont necessarily lead from the
front, as they tend to delegate responsibility
amongst their team Their enthusiasm is often
infectious, but they generally need to be
supported by details people
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SITUATIONAL LEADERSHIP
There is no one right way to lead or manage
that suits all situations To choose the most
effective approach for you, you must
consider The skill levels and experience of
your team The work involved (routine or new and
creative) The organizational environment (stable
or radically changing, conservative or
adventurous) Your own preferred or natural style
A good leader will switch instinctively between
styles according to the people and work they are
dealing with
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SITUATIONAL LEADERSHIP
HIGH
TASKING
LOW
LOW
HIGH
ENCOURAGING
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SITUATIONAL LEADERSHIP
TASKING
DIRECTIVE
Advantages Fast Clear line of authority Very
productive (short term) Appropriate when New
tasks are involved The members are new Goals
are not being met Task is urgent Member is
reluctant
TRICYCLE
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SITUATIONAL LEADERSHIP
STEERING
COACHING
Advantages Clear line of authority Way to
exercise power without intimidation Develops
late bloomers Appropriate when Member is
gaining experience Member has a basic
understanding of the job Member needs direction
TRAINING WHEELS
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SITUATIONAL LEADERSHIP
ENTRUSTING
DELEGATING
Advantages Encourages growth in mature
individuals Enables long-term productivity
Encourages maximum creative effort Appropriate
when Followers are committed Member has the
interest, desire, and ability to make and
implement decisions
LANCE ARMSTRONG
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SITUATIONAL LEADERSHIP
ENCOURAGING
MENTORING
Advantages Involves people Encourages
growth Appropriate when Member has mastered
the task Leader and member share ideas and
decisions
CHANGE the ROAD
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FIVE POINTS OF POWER
Potential for Influencing Five Points of Power
Over Another
Legitimate PowerInfluence based on position in
the formal hierarchy of an organizationThe
person has the right to expect you to comply with
legitimate requests
Coercive PowerInfluence based on
fearCommitment unlikelyResistance more likely
Reward Power Influence based on the ability to
distribute what others view as valuable
Referent PowerInfluence based on desirable
personal traits You like the person and enjoy
doing things for him or her
Expert Power Influence based on special skills or
knowledgeThis person earns respect by experience
and knowledge
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PROCESS OF GREAT LEADERSHIP
Challenge the processFirst, find the thing that
you believe needs to be improved the most
Inspire a shared vision Next, share your vision
in words that can be understood
Enable others to act Give them the tools and
methods to solve the problem
Model the way When the going gets tough, get
your hands dirty A boss tells others what to
do...a leader shows that it can be done
Encourage the heart Share the glory with your
members' hearts Keep the pains within your own
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PROCESS OF GREAT LEADERSHIP
BE - KNOW - DO
BE a professional Be loyal to the organization,
perform selfless service, take personal
responsibility BE a professional who possesses
good character traits Honesty, competence,
candor, commitment, integrity, courage,
straightforwardness, imagination KNOW yourself
Strengths and weakness of your character,
knowledge, and skills KNOW human nature Human
needs, emotions, and how people respond to stress
KNOW your job Be proficient and be able to
train others in their tasks KNOW your
organization Where to go for help, its climate
and culture, who the unofficial leaders are DO
provide direction Goal setting, problem
solving, decision making, planning DO implement
Communicating, coordinating, supervising,
evaluating DO motivate Develop morale in the
organization, train, coach, counsel.
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PROCESS OF GREAT LEADERSHIP
GREAT LEADERS
POOR LEADERS
Fix Responsibility
Blame Others
Develop Relationships
Kiss Up
Are Politically Minded
Are Sneaky
Delegate Authority
Pass the Buck
Document Decisions
Cover Their Rear
Encourage Innovation
Create Conflict
Build Teams
Build Cliques
Scheme
Plan Ahead
Focus on Goal Compatibility
Focus on Intimidation
Focus on Getting Solutions
Focus on Gaining Compliance
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PROCESS OF GREAT LEADERSHIP
The six most important words "I admit I made a
mistake." The five most important words "You did
a good job." The four most important words "What
is your opinion." The three most important words
"If you please." The two most important words
"Thank you," The one most important word
"We" The least most important word "I"