SlideShare ist ein Scribd-Unternehmen logo
1 von 149
Leadership
Leadership   “ Leadership is defined  as the ability to influence a group towards the achievement of a vision or set of goals”. Definition :
Leadership   Theories of Leadership
Leadership   Trait Theory  “ Trait theory of leadership differentiate leaders from nonleaders by focusing on personal qualities and characteristics”.
Leadership   The  ‘ Characteristics’  that described leaders are  charismatic ,  enthusiastic , and  courageous . The search for personality:  social, physical or intellectual  attributes that would describe leaders and differentiate them from nonleaders goes back to the earliest stages of leadership research.
Leadership   Behavioral Theories
Leadership   ‘ Ohio State Studies’  The most comprehensive and replicate of the behavioral theories resulted from research that began at  Ohio State   University  in the late  1940s . Researchers at Ohio State University sought to identify independent dimensions of leaders’ behavior. Beginning with over a thousand dimensions, they eventually narrowed the list to two categories that substantially accounted for most of the leadership behavior descried by the employees. They called these two dimensions  initiating structure  and  consideration .
Leadership   Initiating structure   Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those employees in the search for goal attainment. it includes behavior that attempts to organize  work, work   relationships and goals.
Leadership   Consideration   Consideration  is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for  employees’ idea ,  and regard for their feelings . A leader high in consideration could be described as one who helps employees with personal problems, is friendly and approachable, and treats all employees as equals.
Leadership   University of Michigan Studies  Leadership  studies undertaken at the university of  Michigan’s survey   Research Center  at about the same time as those being done at  Ohio State  and  had similar research objectives; to locate  behavioral characteristics  of leaders that appeared to be related to measures of performance effectiveness. the  Michigan Group  also came up with two dimensions of leadership behavior that they labeled ‘ employee-oriented’  and ‘ production–oriented’ .
Leadership   The Managerial Grid  The  graphic portrayal  of a two dimensional view of leadership style developed by  Blake and   Mouton ,.  They proposed a managerial grid (sometimes also known called  leadership grid ) based on the style of “ concerned for people ” and  concern for production ,” which essentially represent the  Ohio State  dimensions of consideration and initiating structure or the  Michigan dimensions  of  employee-oriented  and  production oriented.
Managerial Grid of Leaders Concern for Tasks Concern for People 1 5 9 1 5 9 9.9. Team Management 1.9. Country Club Management 5.5. Middle of the Road Management  9.1. Task Management 1.1. Impoverished Management
Leadership   Contingency Theories Leadership  styles cannot be fully explained by  behavioral   models . The situation in which the group is operating also determines the style of leadership which is adopted. Several models exist which attempt to understand the relationship between style and situation, four of which are described here:  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership   Fiedler's Contingency model Fiedler's model assumes that group performance depends on:  Leadership style , described in terms of  task motivation  and  relationship   motivation . Situational favorableness, determined by three factors:  1.   Leader-member relations  - Degree to which a leader is accepted and supported by the group members.  2. Task structure  - Extent to which the task is structured and defined, with clear goals and procedures.  3. Position power  - The ability of a leader to control subordinates through reward and punishment.  High levels  of these three factors give the  most favourable situation ,  low levels, the least favourable . Relationship-motivated leaders are most effective in moderately favourable situations. Task-motivated leaders are most effective at either end of the scale. Fiedler suggests that it may be easier for leaders to change their situation to achieve effectiveness, rather than change their leadership style.
Findings of the Fiedler Model
Leadership   Hersey-Blanchard Situational Theory
Leadership   Hersey-Blanchard Situational Theory  This theory suggests that leadership style should be matched to the maturity of the subordinates. Maturity is assessed in relation to a specific task and has two parts:  Psychological maturity  - Their self-confidence and ability and readiness to accept responsibility.  Job maturity  - Their relevant skills and technical knowledge.  As the subordinate maturity increases, leadership should be more relationship-motivated than task-motivated. For four degrees of subordinate maturity, from highly mature to highly immature, leadership can consist of:  Delegating  to subordinates.  Participating  with subordinates.  Selling  ideas  to subordinates.  Telling  subordinates what to do
Jenni, Tiffany, Johnny, & Christina Leader-Member Exchange Theory
Leader-Member Exchange Theory Contends that… ,[object Object],[object Object]
Schematically speaking… ,[object Object],Follower Leader Dyadic  Relationship L S
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Based on these dyads, two groups of subordinates emerge…
Subordinates in  the  In-Group receive more… Subordinates become part of the in-group by performing activities that go beyond their formal job descriptions.  Their willingness to do more illustrates professional pride and organizational commitment, and their leaders consequently are willing to do more for them. Information Influence Confidence Concern Respect Trust Challenging Work Independence Egalitarianism Opportunities for leadership
Subordinates in the ‘ Out-Group ’ Rule bound Contractual Lower Quality relationship Hierarchical Built on Compliance Self-Interested Individualistic, not group oriented Subordinates in the Out-Group may be new to an organization and feel more confident working from prescribed roles, or could be those individuals who are not highly committed to the organization.  Leaders must offer subordinates opportunities for leadership, role expansion, and familiarity, while subordinates must exhibit initiative, innovation, and dedication to both leader and organization. Less Communicative Less Involved Less Dependable
The Organizational Benefits of Quality Leader-Member Exchanges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ When leaders and followers have good exchanges, they feel better, accomplish more, and the organization prospers” ( Northouse, 2004, p. 151).
Leadership Making ,[object Object],[object Object],[object Object],[object Object],[object Object]
Phases in Leadership Making High Quality Phase 3 illustrates an extremely effective working relationship that is transformational, producing “positive outcomes for both themselves (leaders & subordinates) and the organization” Group Self/Other Self Interests Medium Quality Low Quality Exchanges Reciprocal Mixed One Way Influences Negotiated Tested Scripted Roles Phase 3: Partner Phase 2: Acquaintance Phase 1: Stranger
LMX Theory describes & prescribes leadership… ,[object Object],[object Object],[object Object]
Strengths of LMX Theory ,[object Object],[object Object],[object Object]
[object Object],Strength of LMX Theory
Criticisms ,[object Object],[object Object],[object Object],[object Object]
Criticisms  cont… ,[object Object],[object Object],Yikes!!
Application ,[object Object],[object Object],[object Object],[object Object]
Leadership   Path-Goal Theory Evans and House suggest that the performance, satisfaction and motivation of a group can be affected by the leader in a number of ways:  Offering rewards for the achievement of performance goals.  Clarifying paths towards these goals.  Removing performance obstacles.  A person may do these by adopting a certain leadership style, according to the situation:  Directive leadership  - Specific advice is given to the group and ground rules are established.  Supportive leadership  - Good relations exist with the group and sensitivity to subordinates' needs is shown.  Participative leadership  - Decision making is based on group consultation and information is shared with the group.  Achievement-oriented leadership  - Challenging goals are set and high performance is encouraged while showing confidence in the groups' ability.  Supportive behaviour increases group satisfaction, particularly in stressful situations, while directive behaviour is suited to ambiguous situations. It is also suggested that leaders who have influence upon their superiors can increase group satisfaction and performance.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Path-Goal Theory
Leadership   Contemporary Issues In  Leadership
Leadership   Inspirational approaches to leadership
Leadership   Charismatic Leadership Charisma  (from the Greek for ‘gift’) as a certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. This are not accessible to the ordinary  person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader.
Leadership   The first researcher to consider charismatic leadership in terms of OB eas Robert House . According of House’s charismatic leadership theory , followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. There have been a number of studies that have attempted to identify the characteristics of the charismatic leader. One of the best reviews of the literature has documented four:  they have a vision, they are willing to take personal risks to achieve that vision, they are sensitive to followers needs, and they exhibit behaviours that are out of the ordinary.
Leadership   How Charismatic leaders influence followers   ,[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership   Does effective charismatic leadership depend on the situation  The effectiveness of charismatic leadership is greatly depends of the situations.  Charisma  appears to be most successful when the followers task has an ideological component or when the environment involves a high degree of stress and uncertainty. Its more likely to be in politics religion, wartime or when a business firm is in its infancy or facing a life threatening crises.
Leadership   Unfortunately, charismatic leaders who are larger than life don’t necessarily act in the best interests of their organizations. Many of these leaders used their power to remake their companies in their own image.  These leaders often completely blurred the boundary separating their personal interests from their organization’s interests. At its worst , the peril of thid ego-driven charisma are leaders who allow their self-interest and personal goals to override the goals of the organization. They surround themselves with yes-people who are rewarded for pleasing the leader and create a climate where people are afraid to question or challenge the ‘king’ or queen’ when they think he or she is making a mistake. The results of companies such as Enron, Tyco, worldcom, and Healthsouth were leaders who recklessly used organizational resurces for their personal benefit and executives who broke laws and crossed ethical lines to generate financial numbers that temporarily inflated stock prices and allowed leaders to cash in millions of dollars in stock options.  The dark side  of charismatic leadership
Leadership   Transformational Leadership
Leadership   Transformational Leadership 1. Ideals influence. Provides vision and sense of mission , instills pride, gains respect and trust.
Leadership   Transformational Leadership 2. Inspirational motivation Communications high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
Leadership   Transformational Leadership 3. Intellectual stimulation. Promotes intelligence, rational, and careful problem solving.
Leadership   Transformational Leadership 4. Individualised consideration. Gives personal attention, treat each employee individually, coaches, advises.
Leadership   Laissez faire  management by Exception  Contingent  Reward  Individualized Consideration  Intellectual  Stimulation  inspirational ,motivation  Idealized influence Ineffective  Active   Passive  Effective  Transational  Transformational
Leadership
High Performing Leadership
Contents ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Six Key Traits of  Effective Leaders
What is Leadership ? A leader articulates and embodies a vision and goals, and enables others to share and achieve them Leadership is a state of mind….leadership is about vision, spirit, and character; getting diverse individuals to work together as a team
Six Traits of Leaders Drive Desire to Lead Integrity Self-Confidence Intelligence Job-relevant Knowledge
Six Traits of Leaders Drive Leaders exhibit a high effort level. They have a relatively high desire for achievement, have a lot of energy, show initiative, and they’re persistent in their activities Desire to Lead Leaders have a strong desire to influence and lead others, they demonstrate the willingness to take responsibility
Six Traits of Leaders Integrity Leaders build trusting relationship between themselves and followers by being truthful and by showing consistency between word and deed Self-Confidence Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of goals and decisions
Six Traits of Leaders Intelligence Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information; and to be able create visions, solve problem, and make correct decisions Job-Relevant Knowledge Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions.
Managerial Grid of Leaders Concern for Tasks Concern for People 1 5 9 1 5 9 9.9. Team Management 1.9. Country Club Management 5.5. Middle of the Road Management  9.1. Task Management 1.1. Impoverished Management
Managerial Grid of Leaders 1.9. Country Club Management 9.1. Task Management The leaders focuses on being supportive and considerate of employee to the exclusion of concern for task efficiency The leaders concentrates on task efficiency but shows little concern for the development and morale of employee
Managerial Grid of Leaders 9.9. Team Management 1.1. Impoverished Management The leader facilitates task efficiency and high morale by coordinating and integrating work-related activities The leaders exerts minimum of effort to accomplish the work
Contingency Model of Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contingency Model of Leadership ,[object Object],[object Object],[object Object],[object Object],Directive Leaders
Contingency Model of Leadership ,[object Object],[object Object],Supportive Leaders
Contingency Model of Leadership ,[object Object],Participative Leaders ,[object Object],Achievement Oriented Leaders
Elements of High Performing Leadership Leader as Vision Creator Leader as  Tasks Allocator Leader as Team Builder Leader as Motivation Stimulator Leader as  People Developer High Performing Leadership
Leader as  Vision Creator
Leader as Vision Creator Creating Vision Setting Goals Developing Action Plan Monitoring Action Plan Execution
Leader as Vision Creator Creating Vision Analysis of external opportunities and threats Analysis of internal capabilities and areas for improvement ,[object Object]
Leader as Vision Creator Setting Goals ,[object Object],[object Object]
Four Characteristics of Goal Setting Goal Difficulty Goal Specifity ,[object Object],[object Object],[object Object],[object Object]
Four Characteristics of Goal Setting Feedback Participation in Goal Setting ,[object Object],[object Object],[object Object],[object Object]
Leader as Vision Creator Developing Action Plan ,[object Object],[object Object],[object Object],[object Object]
Leader as Vision Creator Monitoring Action Plan Execution ,[object Object],[object Object],[object Object]
Leader as  Team Builder
Great Team Leader as Team Builder ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Task People Effective Leaders develop and nurture……
Leader as Team Builder Cultivate a cohesive team Promote team problem solving Be loyal to your members Help your members to manage and learn from their challenges  Care about your members Leader as Team Builder
Leader as Team Builder Cultivate a cohesive team ,[object Object],[object Object]
Leader as Team Builder Promote team problem solving ,[object Object],[object Object]
Leader as Team Builder Be loyal to your team member ,[object Object],[object Object],[object Object]
Leader as Team Builder Help your members to manage and learn from their challenges  ,[object Object],[object Object]
Leader as Team Builder Care about your members ,[object Object],[object Object],[object Object]
Leader as  Tasks Allocator
Leader as Tasks Allocator Leaders get things done through people…….. Leaders Tasks People Result  Effective leaders, therefore, need to understand  the value of allocating tasks or delegating  and know how to do it
Leader as Tasks Allocator Delegation ,[object Object],[object Object]
Leader as Tasks Allocator What to delegate ,[object Object],[object Object],[object Object],[object Object]
Leader as Tasks Allocator Who to delegate to ,[object Object],[object Object],[object Object]
Steps to Delegate Effectively  Clarify the Assignment Specify the Employee’s Range of Discretion Allow the Employee to Participate Inform Others that Delegation has Occurred Monitor Results
Steps to Delegate Effectively  Clarify the Assignment ,[object Object]
Steps to Delegate Effectively  Specify the employee’s Range of Discretion ,[object Object],[object Object]
Steps to Delegate Effectively  Allow the employee to Participate ,[object Object]
Steps to Delegate Effectively  Inform Others that Delegation has Occurred ,[object Object],[object Object]
Steps to Delegate Effectively  Monitor Results ,[object Object]
Leader as  People Developer
Leader as People Developer Leadership is about developing leaders, not followers Leadership is about creating a legacy, one that will propel the organization to new levels of success even when the leader has moved on
Leader as People Developer Leader Employee Employee Development and Learning Plan
Leader as People Developer ,[object Object],Employee Development and Learning Plan
Leader as People Developer Employee Development and Learning Plan ,[object Object],[object Object],[object Object]
Leader as People Developer Employee Development and Learning Plan ,[object Object],[object Object],[object Object]
Leader as People Developer Employee Development and Learning Plan ,[object Object],[object Object],[object Object],[object Object],[object Object]
Leader as People Developer Employee Development and Learning Plan ,[object Object],[object Object],[object Object],[object Object]
Leader as  Motivation Stimulator
Leader as Motivation Stimulator Leaders establish the vision for the future and set the strategy for getting there; they motivate and inspire others to go in the right direction Motivation = the willingness to exert high level of effort to reach organizational goals
Leader as Motivation Stimulator Three C’s of Motivation Collaboration Content Choice
Leader as Motivation Stimulator Collaboration Content Choice People feel more motivated to work hard when they’re inspired to cooperate, when they have an opportunity to help one another succeed People feel more motivated to work hard when they understand how their work add value to the organization People feel more motivated to work hard when they feel empowered to make decisions about their work
Leader as Motivation Stimulator Leader as Motivation Stimulator Inspire by Example Create and communicate a clear vision of the goals
Leader as Motivation Stimulator Inspire by Example ,[object Object],[object Object],[object Object]
Leader as Motivation Stimulator Inspire by Example ,[object Object],[object Object],[object Object]
Leader as Motivation Stimulator Inspire by Example ,[object Object],[object Object]
Leader as Motivation Stimulator Create and communicate a clear vision of the goals ,[object Object],[object Object]
Leader as Motivation Stimulator Create and communicate a clear vision of the goals ,[object Object],[object Object]
Recommended Further Readings: ,[object Object],[object Object]
+ Leaders or Managers Supporting website Leaders or Managers What is the difference?
[object Object]
Leader ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Manager ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Is it possible to be both a leader and a manager? ,[object Object],[object Object]
Lets take a closer look at Leadership… ,[object Object]
Traits of a leader ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Traits of a leader ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Now check your score as an effective leader: ,[object Object],[object Object],[object Object],[object Object]
Four Styles of Leadership ,[object Object],[object Object],[object Object],[object Object]
Autocratic ,[object Object],[object Object],[object Object]
Democratic   ,[object Object],[object Object],[object Object]
Laissez faire ,[object Object],[object Object],[object Object]
Charismatic ,[object Object],[object Object],[object Object]
Choosing the right style ,[object Object],[object Object],[object Object]
Laissez Faire – Democratic – Autocratic ,[object Object],[object Object],[object Object],[object Object],[object Object]
In summary an effective leader is: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
General Colin Powell Chairman (Ret), Joint Chiefs of Staff A Leadership Primer
LESSON 1 "Being responsible sometimes means pissing people off." Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions.  It's inevitable, if you're honorable.  Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset.  Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization.
LESSON 2 "The day soldiers stop bringing you their problems is the day you have stopped leading them.  They have either lost confidence that you can help them or concluded that you do not care.  Either case is a failure of leadership." If this were a litmus test, the majority of CEOs would fail.  One, they build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous.  Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly. Real leaders make themselves accessible and available.  They show concern for the efforts and challenges faced by underlings, even as they demand high standards.  Accordingly, they are more likely to create an environment where problem analysis replaces blame.
LESSON 3 "Don't be buffaloed by experts and elites.  Experts often possess more data than judgment.  Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world." Small companies and start-ups don't have the time for analytically detached experts.  They don't have the money to subsidize lofty elites, either.  The president answers the phone and drives the truck when necessary; everyone on the payroll visibly produces and contributes to bottom-line results or they're history.  But as companies get bigger, they often forget who "brought them to the dance": things like all-hands involvement, egalitarianism, informality, market intimacy, daring, risk, speed, agility.  Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are fighting the wars or bringing in the revenues.  Real leaders are vigilant, and combative, in the face of these trends.
LESSON 4 "Don't be afraid to challenge the pros, even in their own backyard." Learn from the pros, observe them, seek them out as mentors and partners. But remember that even the pros may have leveled out in terms of their learning and skills.  Sometimes even the pros can become complacent and lazy.  Leadership does not emerge from blind obedience to anyone.  Xerox's Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant.  Good leadership encourages everyone's evolution.
LESSON 5 "Never neglect details.  When everyone's mind is dulled or distracted the leader must be doubly vigilant." Strategy equals execution.  All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently.  Good leaders delegate and empower others liberally, but they pay attention to details, every day.  (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley and Tony La Russa).  Bad ones, even those who fancy themselves as  progressive "visionaries," think they're somehow "above" operational details. Paradoxically, good leaders understand something else: an obsessive routine in carrying out the details begets conformity and complacency, which in turn dulls everyone's mind.  That is why even as they pay attention to details, they continually encourage people to challenge the process.  They implicitly understand the sentiment of CEO leaders like Quad Graphic's Harry Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all independently asserted that the Job of a leader is not to be the chief organizer, but the chief dis-organizer.
LESSON 6 "You don't know what you can get away with until you try." You know the expression, "it's easier to get forgiveness than permission."  Well, it's true.  Good leaders don't wait for official blessing to try things out.  They're prudent, not reckless.  But they also realize a fact of life in most organizations: if you ask enough people for permission, you'll inevitably come up against someone who believes his job is to say "no."  So the moral is, don't ask.  Less effective middle managers endorsed the sentiment, "If I haven't explicitly been told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly been told 'no,' I can."  There's a world of difference between these two points of view.
LESSON 7 "Keep looking below surface appearances. Don't shrink from doing so (just) because you might not like what you find." "If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or the scared.  It's an excuse for inaction, a call to non-arms.  It's a mind-set that assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear and predictable fashion.  Pure fantasy.  In this sort of culture, you won't find people who pro-actively take steps to solve problems as they emerge.  Here's a little tip: don't invest in these companies.
LESSON 8 "Organization doesn't really accomplish anything.  Plans don't accomplish anything, either.  Theories of management don't much matter.  Endeavors succeed or fail because of the people involved.  Only by attracting the best people will you accomplish great deeds." In a brain-based economy, your best assets are people.  We've heard this  expression so often that it's become trite.  But how many leaders really "walk the talk" with this stuff?  Too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top managers immerse their calendar time in deal making, restructuring and the latest management fad.  How many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and, most importantly, unleashed?
LESSON 9 "Organization charts and fancy titles count for next to nothing." Organization charts are frozen, anachronistic photos in a work place that ought to be as dynamic as the external environment around you.  If people really followed organization charts, companies would collapse.  In well-run organizations, titles are also pretty meaningless.  At best, they advertise some authority, an official status conferring the ability to give orders and induce obedience.  But titles mean little in terms of real power, which is the capacity to influence and inspire.  Have you ever noticed that people will personally commit to certain individuals who on paper (or on the organization chart) possess little authority, but instead possess pizzazz, drive, expertise, and genuine caring for teammates and products?  On the flip side, non-leaders in management may be formally anointed with all the perks and frills associated with high positions, but they have little influence on others, apart from their ability to extract minimal compliance to minimal standards.
LESSON 10 "Never let your ego get so close to your position that when your position goes, your ego goes with it." Too often, change is stifled by people who cling to familiar turfs and job descriptions.  One reason that even large organizations wither is that managers won't challenge old, comfortable ways of doing things.  But  real leaders understand that, nowadays, every one of our jobs is becoming obsolete.  The proper response is to obsolete our activities before someone else does.  Effective leaders create a climate where people’s worth is  determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs.  The most important question in performance evaluation becomes not, "How well did you perform your job since the last time we met?" but, "How much did you change it?"
LESSON 11 "Fit no stereotypes.  Don't chase the latest management fads.  The situation dictates which approach best accomplishes the team's mission." Flitting from fad to fad creates team confusion, reduces the leader's credibility, and drains organizational coffers.  Blindly following a particular fad generates rigidity in thought and action.  Sometimes speed to market is more important than total quality.  Sometimes an unapologetic directive is more appropriate than participatory discussion.  Some situations require the leader to hover closely; others require long, loose leashes.  Leaders honor their core values, but they are flexible in how they execute them.  They understand that management techniques are not magic mantras but simply tools to be reached for at the right times.
LESSON 12 "Perpetual optimism is a force multiplier." The ripple effect of a leader's enthusiasm and optimism is awesome.  So is the impact of cynicism and pessimism.  Leaders who whine and blame engender  those same behaviors among their colleagues.  I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what, me worry?" smile.  I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best."  Spare me the grim litany of the "realist," give me the unrealistic aspirations of the optimist any day.
LESSON 13 "Powell's Rules for Picking People:” Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners.  Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done. How often do our recruitment and hiring processes tap into these attributes? More often than not, we ignore them in favor of length of resume, degrees and prior titles.  A string of job descriptions a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization.  You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have integrity, judgment, energy, balance, and the drive to get things done.  Good leaders stack the deck in their favor right in the recruitment phase.
LESSON 14 "Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand." Effective leaders understand the KISS principle, Keep It Simple, Stupid.  They articulate vivid, over-arching goals and values, which they use to drive daily behaviors and choices among competing alternatives.  Their visions and priorities are lean and compelling, not cluttered and buzzword-laden.  Their decisions are crisp and clear, not tentative and ambiguous.  They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint.  The result: clarity of purpose, credibility of leadership, and integrity in organization.
LESSON 15 Part I: "Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.” Part II: "Once the information is in the 40 to 70 range, go with your gut." Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be 100 percent sure, because by then it is almost always too late.  Today, excessive delays in the name of information-gathering breeds "analysis paralysis."  Procrastination in the name of reducing risk actually increases risk.
LESSON 16 "The commander in the field is always right and the rear echelon is wrong, unless proved otherwise." Too often, the reverse defines corporate culture.  This is one of the main reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs to a bare-bones minimum - how about fewer than 100 central corporate staffers for global $30 billion-plus ABB?  Or around 25 and 3 for multi-billion Nucor and Virgin, respectively?  Shift the power and the financial accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them.
LESSON 17 "Have fun in your command.  Don't always run at a breakneck pace.  Take leave when you've earned it: Spend time with your families. Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard." Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop would agree: seek people who have some balance in their lives, who are fun to hang out with, who like to laugh (at themselves, too) and who have some non-job priorities which they approach with the same passion that they do their work. Spare me the grim workaholic or the pompous pretentious "professional;” I'll help them find jobs with my competitor.
LESSON 18 "Command is lonely." Harry Truman was right.  Whether you're a CEO or the temporary head of a project team, the buck stops here.  You can encourage participative management and bottom-up employee involvement, but ultimately the essence of leadership is the willingness to make the tough, unambiguous choices that will have an impact on the fate of the organization.  I've seen too many non-leaders flinch from this responsibility.  Even as you create an informal, open, collaborative corporate culture, prepare to be lonely.
“ Leadership is the art of accomplishing more than the science of management says is possible.”
General Colin Powell Chairman (Ret), Joint Chiefs of Staff A Leadership Primer

Weitere ähnliche Inhalte

Was ist angesagt?

All Leadership Theories
All Leadership TheoriesAll Leadership Theories
All Leadership TheoriesVikram Dahiya
 
Transformational Leaders
Transformational LeadersTransformational Leaders
Transformational LeadersJonah Salcedo
 
Theories & Approaches to Leadership: An Overview
Theories & Approaches to Leadership: An OverviewTheories & Approaches to Leadership: An Overview
Theories & Approaches to Leadership: An OverviewKimberly White
 
Contingency theory
Contingency theoryContingency theory
Contingency theorySanjay Singh
 
A simple introduction to Leadership by GoLearningBus
A simple introduction to Leadership by GoLearningBusA simple introduction to Leadership by GoLearningBus
A simple introduction to Leadership by GoLearningBusKalpit Jain
 
Leadership Theories
Leadership TheoriesLeadership Theories
Leadership Theoriesbnathlete1
 
Leadership theories and studies
Leadership theories  and studiesLeadership theories  and studies
Leadership theories and studiesMariyam Aziz
 
Transformational leadership
Transformational leadershipTransformational leadership
Transformational leadershipProfiles Asia
 
Chpt 3 Skills[1]
Chpt 3 Skills[1]Chpt 3 Skills[1]
Chpt 3 Skills[1]guestfa49ec
 
Leader vs manager
Leader vs managerLeader vs manager
Leader vs managerSohel Rana
 
Shared leadership theory
Shared leadership theoryShared leadership theory
Shared leadership theorykabeling
 
Fiedler's contingency model
Fiedler's contingency modelFiedler's contingency model
Fiedler's contingency modelirenepaul
 
Transformational leadership
Transformational leadershipTransformational leadership
Transformational leadershipsherinshams
 
08 Leader-Member Exchange Theory.pptx
08 Leader-Member Exchange Theory.pptx08 Leader-Member Exchange Theory.pptx
08 Leader-Member Exchange Theory.pptxSaimGulSaimGul
 

Was ist angesagt? (20)

All Leadership Theories
All Leadership TheoriesAll Leadership Theories
All Leadership Theories
 
Transformational Leaders
Transformational LeadersTransformational Leaders
Transformational Leaders
 
Theories & Approaches to Leadership: An Overview
Theories & Approaches to Leadership: An OverviewTheories & Approaches to Leadership: An Overview
Theories & Approaches to Leadership: An Overview
 
Contingency theory
Contingency theoryContingency theory
Contingency theory
 
A simple introduction to Leadership by GoLearningBus
A simple introduction to Leadership by GoLearningBusA simple introduction to Leadership by GoLearningBus
A simple introduction to Leadership by GoLearningBus
 
Leadership Theories
Leadership TheoriesLeadership Theories
Leadership Theories
 
Leadership types
Leadership typesLeadership types
Leadership types
 
Leadership theories and studies
Leadership theories  and studiesLeadership theories  and studies
Leadership theories and studies
 
Transformational leadership
Transformational leadershipTransformational leadership
Transformational leadership
 
Chpt 3 Skills[1]
Chpt 3 Skills[1]Chpt 3 Skills[1]
Chpt 3 Skills[1]
 
Leader vs manager
Leader vs managerLeader vs manager
Leader vs manager
 
Leadership theories
Leadership theoriesLeadership theories
Leadership theories
 
Leadership ppt
Leadership pptLeadership ppt
Leadership ppt
 
Leadership in organizational management
Leadership in organizational managementLeadership in organizational management
Leadership in organizational management
 
Shared leadership theory
Shared leadership theoryShared leadership theory
Shared leadership theory
 
Emerging approaches to leadership
Emerging approaches to leadershipEmerging approaches to leadership
Emerging approaches to leadership
 
Fiedler's contingency model
Fiedler's contingency modelFiedler's contingency model
Fiedler's contingency model
 
Transformational leadership
Transformational leadershipTransformational leadership
Transformational leadership
 
08 Leader-Member Exchange Theory.pptx
08 Leader-Member Exchange Theory.pptx08 Leader-Member Exchange Theory.pptx
08 Leader-Member Exchange Theory.pptx
 
Leadership
LeadershipLeadership
Leadership
 

Andere mochten auch

Chapter 7
Chapter 7Chapter 7
Chapter 7Acewing
 
Social learning theories
Social learning theoriesSocial learning theories
Social learning theoriesdharvey100
 
Leadertypes 99
Leadertypes 99Leadertypes 99
Leadertypes 99Yogi Soni
 
The concept of management by objectives
The concept of management by objectivesThe concept of management by objectives
The concept of management by objectivesDr. Shalini Pandey
 
The 4 Faces of a Bad Strategy: Why People, Startups, and Established Organiza...
The 4 Faces of a Bad Strategy: Why People, Startups, and Established Organiza...The 4 Faces of a Bad Strategy: Why People, Startups, and Established Organiza...
The 4 Faces of a Bad Strategy: Why People, Startups, and Established Organiza...Rod King, Ph.D.
 
Fundamentals Of Organising
Fundamentals Of OrganisingFundamentals Of Organising
Fundamentals Of OrganisingRajesh Patel
 
Management by objective by rohit
Management by objective by rohitManagement by objective by rohit
Management by objective by rohitRohit
 
Instructional Leadership: Situational Leadership
Instructional Leadership: Situational Leadership  Instructional Leadership: Situational Leadership
Instructional Leadership: Situational Leadership Antwuan Stinson
 
Exploring scientific leadership
Exploring scientific leadershipExploring scientific leadership
Exploring scientific leadershipJon R Wallace
 
Management By Objective(Mbo) By Baskar
Management By Objective(Mbo) By BaskarManagement By Objective(Mbo) By Baskar
Management By Objective(Mbo) By Baskark.baskar
 
A rumelt perpsective on good strategy
A rumelt perpsective on good strategyA rumelt perpsective on good strategy
A rumelt perpsective on good strategyMichaelcmcdermott
 

Andere mochten auch (20)

Effective Leadership
Effective LeadershipEffective Leadership
Effective Leadership
 
Chapter 7
Chapter 7Chapter 7
Chapter 7
 
Social learning theories
Social learning theoriesSocial learning theories
Social learning theories
 
Organizational Behaviour
Organizational BehaviourOrganizational Behaviour
Organizational Behaviour
 
Leadertypes 99
Leadertypes 99Leadertypes 99
Leadertypes 99
 
The concept of management by objectives
The concept of management by objectivesThe concept of management by objectives
The concept of management by objectives
 
The 4 Faces of a Bad Strategy: Why People, Startups, and Established Organiza...
The 4 Faces of a Bad Strategy: Why People, Startups, and Established Organiza...The 4 Faces of a Bad Strategy: Why People, Startups, and Established Organiza...
The 4 Faces of a Bad Strategy: Why People, Startups, and Established Organiza...
 
Fundamentals Of Organising
Fundamentals Of OrganisingFundamentals Of Organising
Fundamentals Of Organising
 
Chap06
Chap06Chap06
Chap06
 
Management by objective by rohit
Management by objective by rohitManagement by objective by rohit
Management by objective by rohit
 
Instructional Leadership: Situational Leadership
Instructional Leadership: Situational Leadership  Instructional Leadership: Situational Leadership
Instructional Leadership: Situational Leadership
 
Selected theories of leadership
Selected theories of leadershipSelected theories of leadership
Selected theories of leadership
 
Monopoly
MonopolyMonopoly
Monopoly
 
Planning Premises
Planning PremisesPlanning Premises
Planning Premises
 
Leadership, early & contemporary approaches to leadership
Leadership, early & contemporary approaches to leadershipLeadership, early & contemporary approaches to leadership
Leadership, early & contemporary approaches to leadership
 
Alovera
AloveraAlovera
Alovera
 
Exploring scientific leadership
Exploring scientific leadershipExploring scientific leadership
Exploring scientific leadership
 
Management By Objective(Mbo) By Baskar
Management By Objective(Mbo) By BaskarManagement By Objective(Mbo) By Baskar
Management By Objective(Mbo) By Baskar
 
A rumelt perpsective on good strategy
A rumelt perpsective on good strategyA rumelt perpsective on good strategy
A rumelt perpsective on good strategy
 
Goal setting
Goal setting Goal setting
Goal setting
 

Ähnlich wie Leadership Latest

A research paper on leadership
A research paper on leadershipA research paper on leadership
A research paper on leadershipPriyanka Singh
 
leadership and management
leadership and management leadership and management
leadership and management Roshni Saji
 
Bus 520 week 8 supplements
Bus 520 week 8 supplementsBus 520 week 8 supplements
Bus 520 week 8 supplementssherriehjlu
 
leadership or followership
leadership or followershipleadership or followership
leadership or followershipVictor Chinnu
 
Leadership theories
Leadership theoriesLeadership theories
Leadership theoriesShilpi Arora
 
Theories Of Leadership And Leadership
Theories Of Leadership And LeadershipTheories Of Leadership And Leadership
Theories Of Leadership And LeadershipMia Malone
 
Leadership Theory, Leadership, And Leadership Theories
Leadership Theory, Leadership, And Leadership TheoriesLeadership Theory, Leadership, And Leadership Theories
Leadership Theory, Leadership, And Leadership TheoriesCindy Turner
 
Leadership Definitions and Concepts
Leadership Definitions and Concepts Leadership Definitions and Concepts
Leadership Definitions and Concepts Anuj Suneja
 
Path Goal Vs. Situational Leadership Theories
Path Goal Vs. Situational Leadership TheoriesPath Goal Vs. Situational Leadership Theories
Path Goal Vs. Situational Leadership TheoriesAmanda Burkett
 
Leadership 101 - Part 1
Leadership 101 - Part 1Leadership 101 - Part 1
Leadership 101 - Part 1haysd
 

Ähnlich wie Leadership Latest (20)

Leadership
LeadershipLeadership
Leadership
 
leadership
leadership leadership
leadership
 
A research paper on leadership
A research paper on leadershipA research paper on leadership
A research paper on leadership
 
leadership and management
leadership and management leadership and management
leadership and management
 
Bus 520 week 8 supplements
Bus 520 week 8 supplementsBus 520 week 8 supplements
Bus 520 week 8 supplements
 
Session 3 leadership styles
Session 3   leadership stylesSession 3   leadership styles
Session 3 leadership styles
 
leadership or followership
leadership or followershipleadership or followership
leadership or followership
 
Leadership
LeadershipLeadership
Leadership
 
Leadership theories
Leadership theoriesLeadership theories
Leadership theories
 
Theories Of Leadership And Leadership
Theories Of Leadership And LeadershipTheories Of Leadership And Leadership
Theories Of Leadership And Leadership
 
Leadership Theory, Leadership, And Leadership Theories
Leadership Theory, Leadership, And Leadership TheoriesLeadership Theory, Leadership, And Leadership Theories
Leadership Theory, Leadership, And Leadership Theories
 
Leadership
LeadershipLeadership
Leadership
 
Ppt Ch 2
Ppt Ch 2Ppt Ch 2
Ppt Ch 2
 
Leadership Definitions and Concepts
Leadership Definitions and Concepts Leadership Definitions and Concepts
Leadership Definitions and Concepts
 
Path Goal Vs. Situational Leadership Theories
Path Goal Vs. Situational Leadership TheoriesPath Goal Vs. Situational Leadership Theories
Path Goal Vs. Situational Leadership Theories
 
LEADERSHIP
LEADERSHIPLEADERSHIP
LEADERSHIP
 
Leadership
LeadershipLeadership
Leadership
 
7 leadership
7 leadership7 leadership
7 leadership
 
Leadership 101 - Part 1
Leadership 101 - Part 1Leadership 101 - Part 1
Leadership 101 - Part 1
 
Leadership
LeadershipLeadership
Leadership
 

Mehr von Rajesh Patel

Theories and institutions trade and investment
Theories and institutions trade and investmentTheories and institutions trade and investment
Theories and institutions trade and investmentRajesh Patel
 
Wildlife in india_1_
Wildlife in india_1_Wildlife in india_1_
Wildlife in india_1_Rajesh Patel
 
analytical frameworks-global business strategy
analytical frameworks-global business strategy analytical frameworks-global business strategy
analytical frameworks-global business strategy Rajesh Patel
 
7 leadership lesson of from m.s.dhoni's captancy
7 leadership lesson of from m.s.dhoni's captancy7 leadership lesson of from m.s.dhoni's captancy
7 leadership lesson of from m.s.dhoni's captancyRajesh Patel
 
Government influence on trade
Government influence on tradeGovernment influence on trade
Government influence on tradeRajesh Patel
 
Global foreign exchange and capital markets
Global foreign exchange and capital marketsGlobal foreign exchange and capital markets
Global foreign exchange and capital marketsRajesh Patel
 
Corporategovernance
CorporategovernanceCorporategovernance
CorporategovernanceRajesh Patel
 
Gdp a concept,principles and application
Gdp  a concept,principles and applicationGdp  a concept,principles and application
Gdp a concept,principles and applicationRajesh Patel
 
Gdp a concept,principles and application
Gdp  a concept,principles and applicationGdp  a concept,principles and application
Gdp a concept,principles and applicationRajesh Patel
 
Creativity and business idea
Creativity and business ideaCreativity and business idea
Creativity and business ideaRajesh Patel
 
Sarbanas oxley act 2002
Sarbanas oxley act 2002Sarbanas oxley act 2002
Sarbanas oxley act 2002Rajesh Patel
 
Sharp bread cutter
Sharp bread cutterSharp bread cutter
Sharp bread cutterRajesh Patel
 
Paper bag business proposal eco friendly
Paper bag  business proposal eco friendlyPaper bag  business proposal eco friendly
Paper bag business proposal eco friendlyRajesh Patel
 
Business plan.of deven parmar
Business plan.of deven parmarBusiness plan.of deven parmar
Business plan.of deven parmarRajesh Patel
 
Enterpreneur story
Enterpreneur storyEnterpreneur story
Enterpreneur storyRajesh Patel
 

Mehr von Rajesh Patel (20)

Resiliience
Resiliience Resiliience
Resiliience
 
Theories and institutions trade and investment
Theories and institutions trade and investmentTheories and institutions trade and investment
Theories and institutions trade and investment
 
9currency
9currency9currency
9currency
 
Wildlife in india_1_
Wildlife in india_1_Wildlife in india_1_
Wildlife in india_1_
 
analytical frameworks-global business strategy
analytical frameworks-global business strategy analytical frameworks-global business strategy
analytical frameworks-global business strategy
 
7 leadership lesson of from m.s.dhoni's captancy
7 leadership lesson of from m.s.dhoni's captancy7 leadership lesson of from m.s.dhoni's captancy
7 leadership lesson of from m.s.dhoni's captancy
 
Government influence on trade
Government influence on tradeGovernment influence on trade
Government influence on trade
 
Global foreign exchange and capital markets
Global foreign exchange and capital marketsGlobal foreign exchange and capital markets
Global foreign exchange and capital markets
 
Corporategovernance
CorporategovernanceCorporategovernance
Corporategovernance
 
Gdp a concept,principles and application
Gdp  a concept,principles and applicationGdp  a concept,principles and application
Gdp a concept,principles and application
 
Gdp a concept,principles and application
Gdp  a concept,principles and applicationGdp  a concept,principles and application
Gdp a concept,principles and application
 
Creativity and business idea
Creativity and business ideaCreativity and business idea
Creativity and business idea
 
Sarbanas oxley act 2002
Sarbanas oxley act 2002Sarbanas oxley act 2002
Sarbanas oxley act 2002
 
Sharp bread cutter
Sharp bread cutterSharp bread cutter
Sharp bread cutter
 
Paper bag business proposal eco friendly
Paper bag  business proposal eco friendlyPaper bag  business proposal eco friendly
Paper bag business proposal eco friendly
 
Business plan.of deven parmar
Business plan.of deven parmarBusiness plan.of deven parmar
Business plan.of deven parmar
 
Young story
Young storyYoung story
Young story
 
Business plan
Business planBusiness plan
Business plan
 
Young story
Young storyYoung story
Young story
 
Enterpreneur story
Enterpreneur storyEnterpreneur story
Enterpreneur story
 

Kürzlich hochgeladen

Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyfashionfound007
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKELtd
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Trauma Training Service for First Responders
Trauma Training Service for First RespondersTrauma Training Service for First Responders
Trauma Training Service for First RespondersBPOQe
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 

Kürzlich hochgeladen (20)

Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Amazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the companyAmazon ppt.pptx Amazon about the company
Amazon ppt.pptx Amazon about the company
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
ISONIKE Ltd Accreditation for the Conformity Assessment and Certification of ...
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Trauma Training Service for First Responders
Trauma Training Service for First RespondersTrauma Training Service for First Responders
Trauma Training Service for First Responders
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 

Leadership Latest

  • 2. Leadership “ Leadership is defined as the ability to influence a group towards the achievement of a vision or set of goals”. Definition :
  • 3. Leadership Theories of Leadership
  • 4. Leadership Trait Theory “ Trait theory of leadership differentiate leaders from nonleaders by focusing on personal qualities and characteristics”.
  • 5. Leadership The ‘ Characteristics’ that described leaders are charismatic , enthusiastic , and courageous . The search for personality: social, physical or intellectual attributes that would describe leaders and differentiate them from nonleaders goes back to the earliest stages of leadership research.
  • 6. Leadership Behavioral Theories
  • 7. Leadership ‘ Ohio State Studies’ The most comprehensive and replicate of the behavioral theories resulted from research that began at Ohio State University in the late 1940s . Researchers at Ohio State University sought to identify independent dimensions of leaders’ behavior. Beginning with over a thousand dimensions, they eventually narrowed the list to two categories that substantially accounted for most of the leadership behavior descried by the employees. They called these two dimensions initiating structure and consideration .
  • 8. Leadership Initiating structure Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those employees in the search for goal attainment. it includes behavior that attempts to organize work, work relationships and goals.
  • 9. Leadership Consideration Consideration is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees’ idea , and regard for their feelings . A leader high in consideration could be described as one who helps employees with personal problems, is friendly and approachable, and treats all employees as equals.
  • 10. Leadership University of Michigan Studies Leadership studies undertaken at the university of Michigan’s survey Research Center at about the same time as those being done at Ohio State and had similar research objectives; to locate behavioral characteristics of leaders that appeared to be related to measures of performance effectiveness. the Michigan Group also came up with two dimensions of leadership behavior that they labeled ‘ employee-oriented’ and ‘ production–oriented’ .
  • 11. Leadership The Managerial Grid The graphic portrayal of a two dimensional view of leadership style developed by Blake and Mouton ,. They proposed a managerial grid (sometimes also known called leadership grid ) based on the style of “ concerned for people ” and concern for production ,” which essentially represent the Ohio State dimensions of consideration and initiating structure or the Michigan dimensions of employee-oriented and production oriented.
  • 12. Managerial Grid of Leaders Concern for Tasks Concern for People 1 5 9 1 5 9 9.9. Team Management 1.9. Country Club Management 5.5. Middle of the Road Management 9.1. Task Management 1.1. Impoverished Management
  • 13.
  • 14. Leadership Fiedler's Contingency model Fiedler's model assumes that group performance depends on: Leadership style , described in terms of task motivation and relationship motivation . Situational favorableness, determined by three factors: 1. Leader-member relations - Degree to which a leader is accepted and supported by the group members. 2. Task structure - Extent to which the task is structured and defined, with clear goals and procedures. 3. Position power - The ability of a leader to control subordinates through reward and punishment. High levels of these three factors give the most favourable situation , low levels, the least favourable . Relationship-motivated leaders are most effective in moderately favourable situations. Task-motivated leaders are most effective at either end of the scale. Fiedler suggests that it may be easier for leaders to change their situation to achieve effectiveness, rather than change their leadership style.
  • 15. Findings of the Fiedler Model
  • 16. Leadership Hersey-Blanchard Situational Theory
  • 17. Leadership Hersey-Blanchard Situational Theory This theory suggests that leadership style should be matched to the maturity of the subordinates. Maturity is assessed in relation to a specific task and has two parts: Psychological maturity - Their self-confidence and ability and readiness to accept responsibility. Job maturity - Their relevant skills and technical knowledge. As the subordinate maturity increases, leadership should be more relationship-motivated than task-motivated. For four degrees of subordinate maturity, from highly mature to highly immature, leadership can consist of: Delegating to subordinates. Participating with subordinates. Selling ideas to subordinates. Telling subordinates what to do
  • 18. Jenni, Tiffany, Johnny, & Christina Leader-Member Exchange Theory
  • 19.
  • 20.
  • 21.
  • 22. Subordinates in the In-Group receive more… Subordinates become part of the in-group by performing activities that go beyond their formal job descriptions. Their willingness to do more illustrates professional pride and organizational commitment, and their leaders consequently are willing to do more for them. Information Influence Confidence Concern Respect Trust Challenging Work Independence Egalitarianism Opportunities for leadership
  • 23. Subordinates in the ‘ Out-Group ’ Rule bound Contractual Lower Quality relationship Hierarchical Built on Compliance Self-Interested Individualistic, not group oriented Subordinates in the Out-Group may be new to an organization and feel more confident working from prescribed roles, or could be those individuals who are not highly committed to the organization. Leaders must offer subordinates opportunities for leadership, role expansion, and familiarity, while subordinates must exhibit initiative, innovation, and dedication to both leader and organization. Less Communicative Less Involved Less Dependable
  • 24.
  • 25.
  • 26. Phases in Leadership Making High Quality Phase 3 illustrates an extremely effective working relationship that is transformational, producing “positive outcomes for both themselves (leaders & subordinates) and the organization” Group Self/Other Self Interests Medium Quality Low Quality Exchanges Reciprocal Mixed One Way Influences Negotiated Tested Scripted Roles Phase 3: Partner Phase 2: Acquaintance Phase 1: Stranger
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33. Leadership Path-Goal Theory Evans and House suggest that the performance, satisfaction and motivation of a group can be affected by the leader in a number of ways: Offering rewards for the achievement of performance goals. Clarifying paths towards these goals. Removing performance obstacles. A person may do these by adopting a certain leadership style, according to the situation: Directive leadership - Specific advice is given to the group and ground rules are established. Supportive leadership - Good relations exist with the group and sensitivity to subordinates' needs is shown. Participative leadership - Decision making is based on group consultation and information is shared with the group. Achievement-oriented leadership - Challenging goals are set and high performance is encouraged while showing confidence in the groups' ability. Supportive behaviour increases group satisfaction, particularly in stressful situations, while directive behaviour is suited to ambiguous situations. It is also suggested that leaders who have influence upon their superiors can increase group satisfaction and performance.
  • 34.
  • 36. Leadership Contemporary Issues In Leadership
  • 37. Leadership Inspirational approaches to leadership
  • 38. Leadership Charismatic Leadership Charisma (from the Greek for ‘gift’) as a certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. This are not accessible to the ordinary person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader.
  • 39. Leadership The first researcher to consider charismatic leadership in terms of OB eas Robert House . According of House’s charismatic leadership theory , followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. There have been a number of studies that have attempted to identify the characteristics of the charismatic leader. One of the best reviews of the literature has documented four: they have a vision, they are willing to take personal risks to achieve that vision, they are sensitive to followers needs, and they exhibit behaviours that are out of the ordinary.
  • 40.
  • 41. Leadership Does effective charismatic leadership depend on the situation The effectiveness of charismatic leadership is greatly depends of the situations. Charisma appears to be most successful when the followers task has an ideological component or when the environment involves a high degree of stress and uncertainty. Its more likely to be in politics religion, wartime or when a business firm is in its infancy or facing a life threatening crises.
  • 42. Leadership Unfortunately, charismatic leaders who are larger than life don’t necessarily act in the best interests of their organizations. Many of these leaders used their power to remake their companies in their own image. These leaders often completely blurred the boundary separating their personal interests from their organization’s interests. At its worst , the peril of thid ego-driven charisma are leaders who allow their self-interest and personal goals to override the goals of the organization. They surround themselves with yes-people who are rewarded for pleasing the leader and create a climate where people are afraid to question or challenge the ‘king’ or queen’ when they think he or she is making a mistake. The results of companies such as Enron, Tyco, worldcom, and Healthsouth were leaders who recklessly used organizational resurces for their personal benefit and executives who broke laws and crossed ethical lines to generate financial numbers that temporarily inflated stock prices and allowed leaders to cash in millions of dollars in stock options. The dark side of charismatic leadership
  • 43. Leadership Transformational Leadership
  • 44. Leadership Transformational Leadership 1. Ideals influence. Provides vision and sense of mission , instills pride, gains respect and trust.
  • 45. Leadership Transformational Leadership 2. Inspirational motivation Communications high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
  • 46. Leadership Transformational Leadership 3. Intellectual stimulation. Promotes intelligence, rational, and careful problem solving.
  • 47. Leadership Transformational Leadership 4. Individualised consideration. Gives personal attention, treat each employee individually, coaches, advises.
  • 48. Leadership Laissez faire management by Exception Contingent Reward Individualized Consideration Intellectual Stimulation inspirational ,motivation Idealized influence Ineffective Active Passive Effective Transational Transformational
  • 51.
  • 52. Six Key Traits of Effective Leaders
  • 53. What is Leadership ? A leader articulates and embodies a vision and goals, and enables others to share and achieve them Leadership is a state of mind….leadership is about vision, spirit, and character; getting diverse individuals to work together as a team
  • 54. Six Traits of Leaders Drive Desire to Lead Integrity Self-Confidence Intelligence Job-relevant Knowledge
  • 55. Six Traits of Leaders Drive Leaders exhibit a high effort level. They have a relatively high desire for achievement, have a lot of energy, show initiative, and they’re persistent in their activities Desire to Lead Leaders have a strong desire to influence and lead others, they demonstrate the willingness to take responsibility
  • 56. Six Traits of Leaders Integrity Leaders build trusting relationship between themselves and followers by being truthful and by showing consistency between word and deed Self-Confidence Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of goals and decisions
  • 57. Six Traits of Leaders Intelligence Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information; and to be able create visions, solve problem, and make correct decisions Job-Relevant Knowledge Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions.
  • 58. Managerial Grid of Leaders Concern for Tasks Concern for People 1 5 9 1 5 9 9.9. Team Management 1.9. Country Club Management 5.5. Middle of the Road Management 9.1. Task Management 1.1. Impoverished Management
  • 59. Managerial Grid of Leaders 1.9. Country Club Management 9.1. Task Management The leaders focuses on being supportive and considerate of employee to the exclusion of concern for task efficiency The leaders concentrates on task efficiency but shows little concern for the development and morale of employee
  • 60. Managerial Grid of Leaders 9.9. Team Management 1.1. Impoverished Management The leader facilitates task efficiency and high morale by coordinating and integrating work-related activities The leaders exerts minimum of effort to accomplish the work
  • 61.
  • 62.
  • 63.
  • 64.
  • 65. Elements of High Performing Leadership Leader as Vision Creator Leader as Tasks Allocator Leader as Team Builder Leader as Motivation Stimulator Leader as People Developer High Performing Leadership
  • 66. Leader as Vision Creator
  • 67. Leader as Vision Creator Creating Vision Setting Goals Developing Action Plan Monitoring Action Plan Execution
  • 68.
  • 69.
  • 70.
  • 71.
  • 72.
  • 73.
  • 74. Leader as Team Builder
  • 75.
  • 76. Leader as Team Builder Cultivate a cohesive team Promote team problem solving Be loyal to your members Help your members to manage and learn from their challenges Care about your members Leader as Team Builder
  • 77.
  • 78.
  • 79.
  • 80.
  • 81.
  • 82. Leader as Tasks Allocator
  • 83. Leader as Tasks Allocator Leaders get things done through people…….. Leaders Tasks People Result Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do it
  • 84.
  • 85.
  • 86.
  • 87. Steps to Delegate Effectively Clarify the Assignment Specify the Employee’s Range of Discretion Allow the Employee to Participate Inform Others that Delegation has Occurred Monitor Results
  • 88.
  • 89.
  • 90.
  • 91.
  • 92.
  • 93. Leader as People Developer
  • 94. Leader as People Developer Leadership is about developing leaders, not followers Leadership is about creating a legacy, one that will propel the organization to new levels of success even when the leader has moved on
  • 95. Leader as People Developer Leader Employee Employee Development and Learning Plan
  • 96.
  • 97.
  • 98.
  • 99.
  • 100.
  • 101. Leader as Motivation Stimulator
  • 102. Leader as Motivation Stimulator Leaders establish the vision for the future and set the strategy for getting there; they motivate and inspire others to go in the right direction Motivation = the willingness to exert high level of effort to reach organizational goals
  • 103. Leader as Motivation Stimulator Three C’s of Motivation Collaboration Content Choice
  • 104. Leader as Motivation Stimulator Collaboration Content Choice People feel more motivated to work hard when they’re inspired to cooperate, when they have an opportunity to help one another succeed People feel more motivated to work hard when they understand how their work add value to the organization People feel more motivated to work hard when they feel empowered to make decisions about their work
  • 105. Leader as Motivation Stimulator Leader as Motivation Stimulator Inspire by Example Create and communicate a clear vision of the goals
  • 106.
  • 107.
  • 108.
  • 109.
  • 110.
  • 111.
  • 112. + Leaders or Managers Supporting website Leaders or Managers What is the difference?
  • 113.
  • 114.
  • 115.
  • 116.
  • 117.
  • 118.
  • 119.
  • 120.
  • 121.
  • 122.
  • 123.
  • 124.
  • 125.
  • 126.
  • 127.
  • 128.
  • 129. General Colin Powell Chairman (Ret), Joint Chiefs of Staff A Leadership Primer
  • 130. LESSON 1 "Being responsible sometimes means pissing people off." Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It's inevitable, if you're honorable. Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset. Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization.
  • 131. LESSON 2 "The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership." If this were a litmus test, the majority of CEOs would fail. One, they build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous. Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly. Real leaders make themselves accessible and available. They show concern for the efforts and challenges faced by underlings, even as they demand high standards. Accordingly, they are more likely to create an environment where problem analysis replaces blame.
  • 132. LESSON 3 "Don't be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world." Small companies and start-ups don't have the time for analytically detached experts. They don't have the money to subsidize lofty elites, either. The president answers the phone and drives the truck when necessary; everyone on the payroll visibly produces and contributes to bottom-line results or they're history. But as companies get bigger, they often forget who "brought them to the dance": things like all-hands involvement, egalitarianism, informality, market intimacy, daring, risk, speed, agility. Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are fighting the wars or bringing in the revenues. Real leaders are vigilant, and combative, in the face of these trends.
  • 133. LESSON 4 "Don't be afraid to challenge the pros, even in their own backyard." Learn from the pros, observe them, seek them out as mentors and partners. But remember that even the pros may have leveled out in terms of their learning and skills. Sometimes even the pros can become complacent and lazy. Leadership does not emerge from blind obedience to anyone. Xerox's Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. Good leadership encourages everyone's evolution.
  • 134. LESSON 5 "Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant." Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details, every day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley and Tony La Russa). Bad ones, even those who fancy themselves as progressive "visionaries," think they're somehow "above" operational details. Paradoxically, good leaders understand something else: an obsessive routine in carrying out the details begets conformity and complacency, which in turn dulls everyone's mind. That is why even as they pay attention to details, they continually encourage people to challenge the process. They implicitly understand the sentiment of CEO leaders like Quad Graphic's Harry Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all independently asserted that the Job of a leader is not to be the chief organizer, but the chief dis-organizer.
  • 135. LESSON 6 "You don't know what you can get away with until you try." You know the expression, "it's easier to get forgiveness than permission." Well, it's true. Good leaders don't wait for official blessing to try things out. They're prudent, not reckless. But they also realize a fact of life in most organizations: if you ask enough people for permission, you'll inevitably come up against someone who believes his job is to say "no." So the moral is, don't ask. Less effective middle managers endorsed the sentiment, "If I haven't explicitly been told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly been told 'no,' I can." There's a world of difference between these two points of view.
  • 136. LESSON 7 "Keep looking below surface appearances. Don't shrink from doing so (just) because you might not like what you find." "If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or the scared. It's an excuse for inaction, a call to non-arms. It's a mind-set that assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear and predictable fashion. Pure fantasy. In this sort of culture, you won't find people who pro-actively take steps to solve problems as they emerge. Here's a little tip: don't invest in these companies.
  • 137. LESSON 8 "Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds." In a brain-based economy, your best assets are people. We've heard this expression so often that it's become trite. But how many leaders really "walk the talk" with this stuff? Too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top managers immerse their calendar time in deal making, restructuring and the latest management fad. How many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and, most importantly, unleashed?
  • 138. LESSON 9 "Organization charts and fancy titles count for next to nothing." Organization charts are frozen, anachronistic photos in a work place that ought to be as dynamic as the external environment around you. If people really followed organization charts, companies would collapse. In well-run organizations, titles are also pretty meaningless. At best, they advertise some authority, an official status conferring the ability to give orders and induce obedience. But titles mean little in terms of real power, which is the capacity to influence and inspire. Have you ever noticed that people will personally commit to certain individuals who on paper (or on the organization chart) possess little authority, but instead possess pizzazz, drive, expertise, and genuine caring for teammates and products? On the flip side, non-leaders in management may be formally anointed with all the perks and frills associated with high positions, but they have little influence on others, apart from their ability to extract minimal compliance to minimal standards.
  • 139. LESSON 10 "Never let your ego get so close to your position that when your position goes, your ego goes with it." Too often, change is stifled by people who cling to familiar turfs and job descriptions. One reason that even large organizations wither is that managers won't challenge old, comfortable ways of doing things. But real leaders understand that, nowadays, every one of our jobs is becoming obsolete. The proper response is to obsolete our activities before someone else does. Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs. The most important question in performance evaluation becomes not, "How well did you perform your job since the last time we met?" but, "How much did you change it?"
  • 140. LESSON 11 "Fit no stereotypes. Don't chase the latest management fads. The situation dictates which approach best accomplishes the team's mission." Flitting from fad to fad creates team confusion, reduces the leader's credibility, and drains organizational coffers. Blindly following a particular fad generates rigidity in thought and action. Sometimes speed to market is more important than total quality. Sometimes an unapologetic directive is more appropriate than participatory discussion. Some situations require the leader to hover closely; others require long, loose leashes. Leaders honor their core values, but they are flexible in how they execute them. They understand that management techniques are not magic mantras but simply tools to be reached for at the right times.
  • 141. LESSON 12 "Perpetual optimism is a force multiplier." The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what, me worry?" smile. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best." Spare me the grim litany of the "realist," give me the unrealistic aspirations of the optimist any day.
  • 142. LESSON 13 "Powell's Rules for Picking People:” Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done. How often do our recruitment and hiring processes tap into these attributes? More often than not, we ignore them in favor of length of resume, degrees and prior titles. A string of job descriptions a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization. You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have integrity, judgment, energy, balance, and the drive to get things done. Good leaders stack the deck in their favor right in the recruitment phase.
  • 143. LESSON 14 "Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand." Effective leaders understand the KISS principle, Keep It Simple, Stupid. They articulate vivid, over-arching goals and values, which they use to drive daily behaviors and choices among competing alternatives. Their visions and priorities are lean and compelling, not cluttered and buzzword-laden. Their decisions are crisp and clear, not tentative and ambiguous. They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint. The result: clarity of purpose, credibility of leadership, and integrity in organization.
  • 144. LESSON 15 Part I: "Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.” Part II: "Once the information is in the 40 to 70 range, go with your gut." Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be 100 percent sure, because by then it is almost always too late. Today, excessive delays in the name of information-gathering breeds "analysis paralysis." Procrastination in the name of reducing risk actually increases risk.
  • 145. LESSON 16 "The commander in the field is always right and the rear echelon is wrong, unless proved otherwise." Too often, the reverse defines corporate culture. This is one of the main reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs to a bare-bones minimum - how about fewer than 100 central corporate staffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billion Nucor and Virgin, respectively? Shift the power and the financial accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them.
  • 146. LESSON 17 "Have fun in your command. Don't always run at a breakneck pace. Take leave when you've earned it: Spend time with your families. Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard." Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop would agree: seek people who have some balance in their lives, who are fun to hang out with, who like to laugh (at themselves, too) and who have some non-job priorities which they approach with the same passion that they do their work. Spare me the grim workaholic or the pompous pretentious "professional;” I'll help them find jobs with my competitor.
  • 147. LESSON 18 "Command is lonely." Harry Truman was right. Whether you're a CEO or the temporary head of a project team, the buck stops here. You can encourage participative management and bottom-up employee involvement, but ultimately the essence of leadership is the willingness to make the tough, unambiguous choices that will have an impact on the fate of the organization. I've seen too many non-leaders flinch from this responsibility. Even as you create an informal, open, collaborative corporate culture, prepare to be lonely.
  • 148. “ Leadership is the art of accomplishing more than the science of management says is possible.”
  • 149. General Colin Powell Chairman (Ret), Joint Chiefs of Staff A Leadership Primer