Dr. Leo Maganares
1 / 23

Dr. Leo Maganares Professor Organizational Leadership, University of Phoenix - PowerPoint PPT Presentation

  • Uploaded on

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.” .

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Dr. Leo Maganares Professor Organizational Leadership, University of Phoenix' - luella

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

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.”


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


  • 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


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)

Forces for change


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).

“Imagination is more important than knowledge.”

Albert Einstein

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