Week 6 leadership
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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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Week 6 Leadership

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Week 6 Leadership


  • 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?

What Attributes does Jack Welch have?

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.

How does Drucker match up with Common sense approach?

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

  • Decision Making or People skills.

  • Why

How do you develop these skills?

  • What is your action plan? Pick any quality.

  • Can you hold yourself accountable?

  • How?

  • “Self-Leadership”

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

  • 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.

  • Why are they so hard on this leadership style? Does not match your movie stereotypes.


  • 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.

  • What level do you find these people most commonly. Why?

How do they make decisions?

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

  • How do they make decisions.

  • These people often get to top management, but not that effective. Why.

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

  • Achiever.

  • How do they make decisions.

What level would they be best?


  • 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.

  • Often drive experts and achievers crazy who say you can’t do that. Seen as wild cards. John DeLorean.

What behaviors would be associated with Individualist

  • How do they make decisions

  • Level

Strategists and Alchemists

  • Both are rare and somewhat related. One is more Charismatic than the other.

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

  • 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.

  • Level

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

  • 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.

Case The micromanager

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