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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.

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  • 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.
  • 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
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.
  • 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.
  • 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
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
Which characteristics are probably most important in Leadership
  • Decision Making or People skills.
  • Why
how do you develop these skills
How do you develop these skills?
  • What is your action plan? Pick any quality.
  • Can you hold yourself accountable?
  • How?
  • “Self-Leadership”
leadership style
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
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.
  • 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.
  • 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
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
What behaviors with expert
  • How do they make decisions.
the achiever
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
What behaviors associated with
  • Achiever.
  • How do they make decisions.
  • 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
Back to individualist.
  • Often drive experts and achievers crazy who say you can’t do that. Seen as wild cards. John DeLorean.
strategists and alchemists
Strategists and Alchemists
  • Both are rare and somewhat related. One is more Charismatic than the other.
the strategist
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
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.
  • Similar to strategist but Add Charisma to visionary. Very Unusual. Charismatic visionaries can be very positive or very negative.
so what
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
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.