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Dr. Leo Maganares Professor Organizational Leadership, University of Phoenix. John Kotter. Konosuke Matsushita Emeritus Professor of Leadership at Harvard Business School. “Most U.S. corporations today are over-managed and under-led.” .

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Dr. Leo Maganares Professor Organizational Leadership, University of Phoenix

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Dr leo maganares professor organizational leadership university of phoenix

Dr. Leo Maganares

Professor Organizational Leadership, University of Phoenix


John kotter

John Kotter

  • Konosuke Matsushita Emeritus Professor of Leadership at Harvard Business School

“Most U.S. corporations today are over-managed and under-led.”

“Leadership and management are two distinctive and complementary systems of action…… Both are necessary for success in an increasingly complex and volatile business environment.”

http://www.kotterinternational.com/Default.aspx?showvideo=true&ID=124


Warren bennis

Warren Bennis

“Failing organizations are usually over-managed and under-led”

  • Founding chairman of University of Southern California’s Leadership Institute

  • Professor of business administration at the USC Marshall School of Business

  • Advisory board chairman of the Center for Public Leadership at Harvard’s Kennedy School

More quotes from Warren Bennis: http://www.brainyquote.com/quotes/authors/w/warren_g_bennis.html


Warren bennis1

Warren Bennis

  • The manager administers; the leader innovates.

  • The manager is a copy; the leader is an original.

  • The manager maintains; the leader develops.

  • The manager focuses on systems and structure; the leader focuses on people.

  • The manager relies on control; the leader inspires trust.

  • The manager accepts reality; the leader investigates it.

  • The manager has a short-range view; the leader has a long-range perspective.

  • The manager asks how and when; the leader asks what and why.

  • The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon.

  • The manager imitates; the leader originates.

  • The manager accepts the status quo; the leader challenges it.

  • The manager is the classic good soldier; the leader is his or her own person.

  • The manager does things right; the leader does the right thing.

Retrieved from: http://www.bizsum.com/OnBecomingALeader.htm


John maxwell

John Maxwell

http://www.youtube.com/watch?v=NjX5SOF0X5E

  • Evangelical Christian author, speaker, and pastor

  • Author of more than 50 books, primarily focusing on leadership

  • A New York Times, Wall Street Journal, and Business Week best-selling author


Law 1 5

Law 1 - 5

  • The Law of the Lid – Leadership Ability Determines a Person’s Level of Effectiveness

  • The Law of Influence – The True Measure of Leadership is Influence – Nothing More, Nothing Less

  • The Law of Process – Leadership Develops Daily, Not in a Day

  • The Law of Navigation – Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course

  • The Law of Addition – Leaders Add Value by Serving Others


Law 6 11

Law 6-11

  • The Law of Solid Ground – Trust Is the Foundation of Leadership

  • The Law of Respect – People Naturally Follow Leaders Stronger Than Themselves

  • The Law of Intuition – Leaders Evaluate Everything with a Leadership Bias

  • The Law of Magnetism – Who You Are Is Who You Attract

  • The Law of Connection – Leaders Touch a Heart Before They Ask for a Hand

  • The Law of the Inner Circle – A Leader’s Potential Is Determined by Those Closest to Him


Law 12 16

Law 12-16

  • The Law of Empowerment – Only Secure Leaders Give Power to Others

  • The Law of the Picture – People Do What People See

  • The Law of Buy-In – People Buy into the Leader, Then the Vision

  • The Law of Victory - Leaders Find a Way for the Team to Win

  • The Law of the Big Mo – Momentum Is a Leader’s Best Friend


Law 17 21

Law 17-21

  • The Law of Priorities – Leaders Understand That Activity Is Not Necessarily Accomplishment

  • The Law of Sacrifice – A Leader Must Give Up to Go Up

  • The Law of Timing – When to Lead Is As Important As What to Do and Where to Go

  • The Law of Explosive Growth – To Add Growth, Lead Followers – To Multiply, Lead Leaders

  • The Law of Legacy – A Leader’s Lasting Value Is Measured by Succession


Leadership styles

Leadership Styles

http://blog.ted.com/2009/10/21/lead_like_the_g/


Change

Change


Is the need for change a new concept

Is the need for change a new concept?

Ta pantareikaioudenmenei.

Ta pantarheikaioudenmenei.

"Everything flows, nothing stands still.”

Heraclitus (535–475 BC)

pre-Socratic Greek philosopher


Is the need for change a new concept1

Is the need for change a new concept?

I cannot say whether things will get better if we change; what I can say is they must change if they are to get better.

Georg Christoph Lichtenberg

(1 July 1742 – 24 February 1799)


Change in 56 years

Change in 56 Years

  • 1955

  • 2009


Forces for change

Examples

Forces for Change


Individual sources resistance to change

Individual Sources Resistance to Change


Overcoming resistance to change

Overcoming Resistance to Change

  • Education and Communication

  • Participation

  • Building Support and Commitment

  • Negotiation

  • Manipulation and Cooptation

  • Selecting People Who Accept Change

  • Coercion


Approaches to managing organizational change

Approaches to Managing Organizational Change

Kurt ZadekLewin (September 9, 1890 - February 12, 1947), a German-born psychologist, is one of the modern pioneers of social, organizational, and applied psychology


Kotter s eight step plan for implementing change

Kotter’s Eight-Step Plan for Implementing Change


Characteristics of a learning organization

Characteristics of a Learning Organization

Source: Based on P. M. Senge, The Fifth Discipline, (New York: Doubleday, 1990).


Dr leo maganares professor organizational leadership university of phoenix

“Imagination is more important than knowledge.”

Albert Einstein

Image retrieved from http://th.physik.uni-frankfurt.de/~jr/physpiceinstein.html


Thank you

THANK YOU!


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