LEADERSHIP

1. LEADERSHIP Student Organization Leadership Conference September 25, 2010 San Jose State University, San Jose, CA

2. �We should take care not to make the intellect our god. It has, of course, powerful muscles, but no personality. It cannot lead, it can only serve.� - Albert Einstein

3. The Great Forms of Etiquette The ruler only needs to draw near to the people� He must approach them, not being distant from any� The ruler wants only to be all-encompassing� If he is all-encompassing he will be like Heaven� A ruler should be composed, dignified and quiet. His softness and self-constraint should be established first. He should excel at giving and not be contentious. He should empty his mind and tranquilize his intentions, awaiting events with uprightness. -Ancient Chinese teachings, 1100 B.C.

4. Leadership Leadership is about enabling people to become more relevant, accountable and effective in their work roles and relationships in a changing and uncertain world Leadership is about bringing the brightest minds together to work on the most important things Leadership is an active - not passive � process which involves in engaging people�s emotions, as well as their intellect, to enable them to excel in their roles and in the tasks which lie at the heart of their organization�s business Leadership is about providing what the group cannot provide by itself

5. Managing / Leading Goals/Objectives Control Coordination Calculation Planning and directing Managing risk Managing resources

6. Management/Leadership A Complementary Process Strong management and strong leadership: Well organized/well motivated; successful team Strong management and weak leadership: Administratively sound, but little inspiration Weak management and strong leadership: Inspired and motivated, but disorganized Weak management and weak leadership: No hope � and �death� imminent

7. Effective Leadership Establish vision and communicate with clarity Set audacious goals Create environment to foster innovations and achieve organizational goals Be concern with follower�s well-being, not comfort Attract and align talents to perform the proper tasks Develop people to achieve their potentials

8. Effective Leadership Willing to take risks, learn from failures Self-confident, but not arrogant Expose your vulnerability �Get on the balcony� Routinely think the unthinkable Focus on the organization�s CORE strategy Create a community of friends

9. Leader � Bridging the Gap Why? Because leaders are �different�� How? Become connected with the group you lead Lead with feeling and thought Practice personal and social competence

10. Personal Competence� Self Awareness Emotional self-awareness: Recognize our own emotions and their impact Accurate self-assessment: Know our strengths and weaknesses Self confidence: A sound sense of our self-worth and capabilities

11. Personal Competence� Self-Management Emotional self-control: Keep disruptive emotions and impulses under control Transparency: Display honesty and integrity; trustworthiness Adaptability: Flexibility in adapting to changing situations or overcoming obstacles Achievement: The drive to improve performance to meet inner standards of excellence Initiative: Readiness to act and seize opportunities Optimism: Seeing the upside in events

12. Social Competence� Social Awareness Empathy: Sense others� emotions, understanding their perspective, and taking active interest in their concerns Organizational awareness: Read the currents, decisions networks, and politics at the organization level Service: Recognize and meet follower, client, or customer needs

13. Social Competence� Relationship Management Inspirational leadership: guide and motivate with a compelling vision Influence: Wield a range of tactics for persuasion Develop others: Bolster others� abilities through feedback and guidance Change catalyst: Initiate manage and lead in a new direction Conflict management: Resolve disagreement Build bonds: cultivate and maintain a web of relationship Teamwork and collaboration: Cooperation and team building

14. Leadership Style - Visionary Effects on organization: Moves people toward shared dreams Outcome: Most strongly positive When appropriate: When changes require a new vision, or when a clear direction is needed

15. Leadership Style - Coaching Effects on organization: Connects what a person wants with the organization�s goals Outcome: Highly positive When appropriate: To help an employee improve performance by building long-term capabilities

16. Leadership Style - Affiliative Effects on organization: Creates harmony by connecting people to each other Outcome: Positive When appropriate: To heal rifts in a team, motivate during stressful times, or strengthen connections

17. Leadership Style - Democratic Effects on organization: Values people�s input and gets commitment through participation Outcome: Positive When appropriate: To build buy-in or consensus, or to get valuable input from employees

18. Leadership Style - Pacesetting Effects on organization: Meets challenging and exciting goals Outcome: Because too frequently poorly executed, often highly negative When appropriate: To get high-quality results from a motivated and competent team

19. Leadership Style - Commanding Effects on organization: Soothes fears by giving clear direction in an emergency Outcome: Because so often misused, highly negative When appropriate: In a crisis, to kick-start a turnaround, or with problem employees

20. Leading Change Destroy, not build Appeal to people�s emotions Sense of urgency Focus on results, not activities Be paranoid Find opportunity in chaos Objective is to win, not to avoid losing

21. THANK YOU