Leading effectively

1. Leading effectively

2. Leadership - Definitions 1. The only definition of a leader is someone who has followers. Some people are thinkers. Some are prophets. Both roles are important and badly needed. But without followers, there can be no leaders. 2. An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right things. Popularity is not leadership. Results are. 3. Leaders are highly visible. They therefore set examples. 4. Leadership is not rank, privileges, titles, or money. It is responsibility. Peter. F. Drucker

3. A Manager’s Preview Describe . . . . Diagnose . . . . Prescribe . . . . Act KNOW the traits of an effective leader DISPLAY the behaviors of an effective leader DIAGNOSE the situation and use a leadership style that fits it CONSIDER followers when leading SET and IMPLEMENT a vision for your company ACT as a superleader by developing self-leadership skills in yourself LEAD a multicultural workforce effectively

4. Leadership and Management - I. • Trait and Behavioral Theories Perspectives • Trait Theories - “Some are born to lead” • Ethics and Social Responsibility • Behavioral Theories • Michigan Studies • Ohio State Studies • The Leadership Grid • Graen’s Leader-Member Exchange Theory • Cross Cultural Implications

5. Tannenbaum & Schmidt's Leadership Continuum

6. The Leadership Grid

7. Leadership and Management - II. • Situational Contingency Theories • Fiedler’s Leadership Contingency Theory • Fiedler’s Cognitive Resource Theory • Evaluation and Application • Vroom, Yetton, Jago Decision Tree • House’s Path-Goal Theory of Leadership • Prediction from Path-Goal Theory • Evaluation and Application • Hershey and Blanchard’s Situational Leadership Model • Substitutes for Leadership

8. Fiedler’s Leadership Contingency Theory

9. Path-Goal Theory

10. Vroom, Yetton, Jago Decision Tree

11. Hershey and Blanchard’s Situational Leadership Model

12. Leadership and Management - III. • Attribution Theory and Leadership • Leadership Prototypes • Exaggeration of the Leadership Difference • Leadership Transition for High Performance Organizations • Charismatic Approaches • Transformational versus Transactional Approaches • Dimensions of Transformational Leadership • Evaluation and Application • Leadership in High Performance Work Teams • New Leadership Issues

13. Charismatic and Noncharismatic Leaders Differ Significantly Noncharismatic Leader Charismatic Leader Relation to status quo Future goal Likableness Trustworthiness Essentially agrees with status quo and strives to maintain it Goal not too discrepant from status quo Shared perspective makes him/her likable Disinterested advocacy in persuasion attempts Essentially opposed to status quo and strives to change it Idealized vision that is highly discrepant from status quo Shared perspective and idealized vision makes him/her a likable and honorable hero worthy of identification and imitation Disinterested advocacy by incurring great personal risk and cost

14. Charismatic and Noncharismatic Leaders Differ Significantly (Cont.) Noncharismatic Leader Charismatic Leader Expertise Behavior Environmental sensitivity Articulation Expert in using available means to achieve goals within the framework of the existing order Conventional, conforming to existing norms Low need for environmental sensitivity to maintain status quo Weak articulation of goals and motivation to lead Expert in using unconventional means to transcend the existing order Unconventional or counternormative High need for environmental sensitivity for changing the status quo Strong articulation of future vision and motivation to lead

15. Charismatic and Noncharismatic Leaders Differ Significantly (Cont.) Noncharismatic Leader Charismatic Leader Power base Leader/follower relationship Position power and personal power (based on reward, expertise, and liking for a friend who is a similar other) Egalitarian, consensus seeking, or directive Nudges or orders people to share his/her views Personal power (based on expertise, respect, and admiration for a unique hero) Elitist, entrepreneur, and exemplary Transforms people to share the radical changes advocated

16. The Manager as a Change Leader Peter F. Drucker • “All the talk about managing change is nonsense. You can only be a change leader, not a change manager. You can only be ahead of change.” • The concept of “organized abandonment” • “In order for organizations and people to accept the new, they have to abandon the old, because there is only so much one can do. So you build organized abandonment.” • Encouraging change within the organization • “You have to structure your rewards, your recognitions, so that they recognize and reward doing the new.” • Perceiving change • “The best way to predict the future is to create it.”

17. Leaders who Shape and Keep Performance-oriented Culture J.L.Heskett - L.A.Schlesinger • Speaking a Different Language • Listening versus Telling • Living the Values • Ensuring Employee Capability • Defining, Shaping, and Using Core Values • Power Through Dignity • Keeping the Culture • Leadership, Culture, and Performance

18. Leadership and Organizational Culture Edgar H. Schein CREATING The Leader as Animator BUILDING The Leader as a Creator of Culture MAINTAINING The Leader as a Sustainer of Culture CHANGING The Leader as Change Agent A LOOK TOWARD THE FUTURE

19. What Makes a Leader? Daniel Goleman • “IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership.” • EMOTIONAL INTELLIGENCE: “Emotional Intelligence can be learned. The process is not easy. It takes time and commitment.” • SELF-AWARENESS • SELF-REGULATION: “People who have mastered their emotions are able to roll with the changes. They don’t panic.” • MOTIVATION • EMPATHY • SOCIAL SKILL: “Social skill is friendliness with a purpose: moving people in the direction you desire.”

20. The Manager as a Change Leader Peter F. Drucker THE LEVEL 5 HIERARCHY • LEVEL 5 Level 5 Executive • Through a paradoxical combination of personal humility plus • professional will, builds enduring greatness. • LEVEL 4 Effective Leader • Catalyzes commitment to his clear and compelling vision, and • stimulates the group to high performance standards. • LEVEL 3 Competent Manager • Organizes people and resources toward the effective • and efficient pursuit of objectives. • LEVEL 2 Contributing Team Member • Works effectively with others in a group setting. • LEVEL 1 Highly Capable Individual • Through talent, knowledge, skills and good work habits, • makes productive contribution.

21. Thank you for your attention!