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Leadership. HRT 383. Thanks to:. Robert H. Woods and Judy Z. King, co-authors of Quality Leadership and Management in the Hospitality Industry Gary Yukl, author of Leadership in Organizations (5 th Edition) Dr. Larry Kemper, presenter of Executive Leadership (ULV, Fall 2001)

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HRT 383

thanks to
Thanks to:
  • Robert H. Woods and Judy Z. King, co-authors of Quality Leadership and Management in the Hospitality Industry
  • Gary Yukl, author of Leadership in Organizations (5th Edition)
  • Dr. Larry Kemper, presenter of Executive Leadership (ULV, Fall 2001)
  • Jim Collins, author of Good to Great
change the j curve
Change & The J-Curve
  • What is a J-Curve?
  • What is changing rapidly today?
  • Why?
  • What affect does this have on managers and leaders?
major areas of change for us
Major Areas of Change for Us
  • Changes in management information systems (MIS)
  • Changes in business conditions
  • Changes in guests’ expectations

(Woods & King, 1996)

common changes
Common Changes
  • Flatter organizations
  • Redistribution of power and responsibility
  • Move of decision making (problem solving) to the lowest possible level

(Woods & King, 1996)

results of these changes
Results of These Changes

For managers and leaders, these changes have redefined:

  • Roles
  • Responsibilities
  • Competencies

And change will continue….

for you
For You

“Getting a management job today

and keeping it tomorrow

requires a willingness to change”

on your part…

Woods & King, 1996

traditional management styles
Traditional Management Styles

(Woods & King, 1996)

a typical gm
A Typical GM

John Kotter discovered:

  • The typical GM’s day was unplanned
  • Most of a GM’s time with others was spent in short, disjointed conversations
  • Discussions of a single question or issue rarely lasted more than ten minutes

Woods & King, 1996

is this good
Is this Good?
  • Kotter’s findings sound like what not to do!
  • Success comes from:
    • Agenda-Setting: figuring out what to do despite uncertainty, great diversity, and the flow of an enormous amount of potentially relevant information
    • Network-Building: getting things done through a large and diverse set of people despite having little direct control over most of them
  • Remember Covey’s phrase:

“Organize and execute around priorities”

management vs leadership
Do things right

Direct operations

Enforce policies and rules

Design procedures and tasks

Control results

Foster stability

(Woods & King, 1996)

Do the right things

Monitor guest expectations

Communicate vision and values

Manage systems and processes

Support people

Engage in continuous improvement

Management vs. Leadership
leadership myths bennis goldman
Born, not made


Control and prod



Rare skill

Only at the top


Leadership MythsBennis & Goldman
leadership defined
Leadership Defined
  • Paul Hersey:

“…leadership success is much more than just showing up. It is the application of tested concepts and the ‘timing’ skills necessary to get things done.”

leadership defined1
Leadership Defined
  • Ron Heifetz:

“…we may find it useful to define leadership as an activity. This allows leadership from multiple positions in a social structure. A president and a clerk can both lead.”

factors of leadership john kotter
Factors of LeadershipJohn Kotter

Leaders understand

the concepts of:

  • Capacity
  • Achievement
  • Responsibility
  • Participation
  • Status
  • Situation
effective leader behavior 1 peter drucker
Effective Leader Behavior - 1Peter Drucker
  • Not “What do I want?” but

“What needs to be done?”

  • Asks, “What can and should I do to make a difference?”
  • Focuses on the organizational vision, mission and goals
  • Tolerant of diversity of people – no clones
effective leader behavior 2 peter drucker
Effective Leader Behavior - 2Peter Drucker
  • Not afraid of strength in their associates
  • Intolerant in the area performance, standards, and values
  • Submit themselves to the “mirror” test – seeks authenticity
good to great jim collins
Good to Great (Jim Collins)

Level 5 Leadership

  • Level 5 leaders channel their ego needs away from themselves
  • The focus is on a larger goal of building a great company
  • Ambition is directed toward the company
good to great jim collins1
Good to Great (Jim Collins)

First Who, Then What

  • This is not just about assembling the right team—that’s nothing new
  • The main point is to first get the right people on the bus
    • Get the wrong people off the bus
    • Get the right people in the right seats
  • Then figure out where the bus is going
good to great jim collins2
Good to Great (Jim Collins)

Confront the Brutal Facts

  • All good to great companies began the process of finding a path to greatness by confronting the brutal facts of their current reality
  • The Stockdale Paradox
  • “We will find a way to prevail”
good to great jim collins3
Good to Great (Jim Collins)

Hedgehog Concept

  • A Hedgehog Concept is not a goal to be the best
  • It is a strategy to be the best, an intention to be the best, a plan to be the best at the one thing the company can be best at
  • “What we can be best at”
good to great jim collins4
Good to Great (Jim Collins)

Building the Company's Vision

  • A company's vision is built from two components:
    • A core ideology
    • An envisioned future
  • A core ideology cannot be word crafted into existence in an afternoon
  • No “growing pains”
three important factors woods king
Three Important FactorsWoods & King

These three factors limit a manager’s flexibility in adopting different management or leadership styles

  • Manager’s personal background
  • Characteristics of the organization’s employees
  • Culture of the organization
what can you do 1
What Can You Do? - 1
  • Work on the three factors, but in the order given
  • Personal Background
    • Knowledge
    • Skills
    • Feelings → Attitudes → Behaviors
    • Personality
    • Experiences
what can you do 2
What Can You Do? - 2
  • With management and staff
    • Get to know people as individuals
    • Adjust your style with individuals
    • Be a successful team-builder
  • Organizational Culture
    • The most challenging to affect
    • Be flexible
    • Be knowledgeable about alternative styles
from james o toole
From James O’Toole

“We will never be able to find

the perfect leader.

All are flawed because

all are like us.”