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LEADERSHIP & MANAGEMENT

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... management= bad Kouzes & Posner: The Leadership Challenge ... tools resources empower role model MANAGING 4.Direct & Supervise clear direction clear ... – PowerPoint PPT presentation

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Title: LEADERSHIP & MANAGEMENT


1
LEADERSHIP MANAGEMENT
  • Al Holmes

SEQUUS
2
AGENDA
  • INTRO
  • BOTTOM-UP VIEW OF LEADERSHIP
  • LEADERSHIP OR MANAGEMENT
  • LIFE CYCLE ISSUES
  • OTHER VIEWS ON LEADERSHIP
  • SOME PERSONAL PLANNING

3
A quote
  • In the physical world we use levers to multiply
    our physical strength. In the social world
    managers fulfill the same function with respect
    to organizational effort. Like a well placed
    lever, managers enable greater social
    achievement.Those managers attempting to
    control every thought and action, minimize their
    power to leverage. A good lever doesn't exert
    effort, it channels effort to a single point of
    action.To attempt the control of effort is
    ultimately to restrict it. Dictating a solution
    stifles creativity. It asserts the manager, and
    the manager alone has the right, or knows how, to
    think. In the well intentioned effort to get it
    right, novice managers assume everyone else will
    get it wrong.Ironically, it is usually our
    proven ability to get things done that raises us
    to management. To place that behind us, and give
    up control of the solution, is contrary to our
    nature.
  • Set only my destination and the world is my
    resource. Define the path I must walk and I can
    only watch my step.

4
Your Best Boss Ever
  • three things you remember

5
Your Worst Boss ever
  • 3 things you remember

6
The Credibility Factor
  • Honest 87
  • Forward looking 71
  • Inspiring 68
  • Competent 58
  • Fair-Minded 49
  • Supportive 46
  • Broad-Minded 41
  • Smart 38

7
YOUR CREDIBILITY PLAN
  • YOUR PERSONAL VISION
  • MAKE IT INSPIRING
  • BUILD YOUR COMPETENCE
  • TELL THE TRUTH

8
Some History
  • Henry Mintzberg, managing on the left, leading
    on the right
  • Tom Peters Leadershipgood management bad
  • Kouzes Posner The Leadership Challenge
  • John Kotter leadership management

9
Leading Managing
  • LEADING
  • Challenge the System
  • Inspire shared Vision
  • Align Constituencies
  • Enable Others
  • Encourage the Heart
  • MANAGING
  • Preserve the System
  • Plan Budget
  • Organize and Staff
  • Direct Supervise
  • Control and problem-solve

10
Leading Managing
  • MANAGING
  • 1.Preserve the System
  • 2.Plan, Budget, Schedule
  • 3.Organize and Staff
  • 4.Direct Supervise
  • 5.Control and problem-solve
  • LEADING
  • 1.Challenge the System
  • 2.Inspire shared Vision
  • 3.Align Constituencies
  • 4.Enable Others
  • 5.Encourage the Heart

outcome change, risk uncertainty but also
commitment from others involved
outcome order, predictability and certainty but
also compliance from others involved
11
Leading Managing
  • LEADING
  • 1.Challenge the System
  • openly challenge the status quo
  • experiment risk-take
  • multiple options
  • MANAGING
  • 1.Preserve the System
  • openly defend the status quo
  • minimize risk
  • fact-based

outcome change
outcome order
12
Leading Managing
  • LEADING
  • 2.Inspire shared Vision
  • values beliefs
  • long term direction
  • show excitment
  • MANAGING
  • 2.Plan, Budget, Schedule
  • logical rational
  • short-term priorities
  • specific, measurable

outcomeenthusiasm and nervousness
outcome clarity and understanding
13
Leading Managing
  • LEADING
  • 3.Align Constituencies
  • collect input
  • involve outsiders
  • informal structure
  • encourage goals
  • MANAGING
  • 3.Organize and Staff
  • roles clear
  • specialized job
  • formal structure
  • set goals

outcome involvement and commitment
outcome clarity compliance
14
Leading Managing
  • MANAGING
  • 4.Direct Supervise
  • clear direction
  • clear standards and procedures
  • close supervision
  • LEADING
  • 4.Enable Others
  • provide skills, tools resources
  • empower
  • role model

outcome freedom, choice
outcome constraint, focus
15
Leading Managing
  • MANAGING
  • 5.Control and problem-solve
  • monitor closely
  • regular feedback
  • preventative control
  • LEADING
  • 5.Encourage the Heart
  • trust others to act
  • celebrate achievements
  • encourage experiments

outcome new energy, multiple initiatives, learnin
g
outcome constrained energy, stay the course,
build on success
16
Leading Managing
  • MANAGING
  • 1.Preserve the System
  • 2.Plan, Budget, Schedule
  • 3.Organize and Staff
  • 4.Direct Supervise
  • 5.Control and problem-solve
  • LEADING
  • 1.Challenge the System
  • 2.Inspire shared Vision
  • 3.Align Constituencies
  • 4.Enable Others
  • 5.Encourage the Heart

outcome change, risk uncertainty but also
commitment from others involved
outcome order, predictability and certainty but
also compliance from others involved
17
WHERE ARE WE?
STRONG
LEADERSHIP
STRONG MANAGEMENT WEAK LEADERSHIP
WEAK
LEADERSHIP
over-control
STRONG
WEAK
MANAGEMENT
MANAGEMENT
18
WHERE ARE WE?
WEAK MANAGEMENT STRONG LEADERSHIP out of control
STRONG
LEADERSHIP
WEAK
LEADERSHIP
STRONG
WEAK
MANAGEMENT
MANAGEMENT
19
WHERE ARE WE?
STRONG MANAGEMENT STRONG LEADERSHIP
STRONG
LEADERSHIP
WEAK
LEADERSHIP
STRONG
WEAK
MANAGEMENT
MANAGEMENT
20
WHERE ARE WE?
STRONG
LEADERSHIP
WEAK MANAGEMENT WEAK LEADERSHIP
WEAK
LEADERSHIP
STRONG
WEAK
MANAGEMENT
MANAGEMENT
21
WHERE ARE WE? WHERE SHOULD WE BE?
STRONG
LEADERSHIP
WEAK
LEADERSHIP
STRONG
WEAK
MANAGEMENT
MANAGEMENT
22
WHERE AM I? WHERE SHOULD I BE?
STRONG
LEADERSHIP
WEAK
LEADERSHIP
STRONG
WEAK
MANAGEMENT
MANAGEMENT
23
leader-manager profile
  • based on John Kotters model of leading
  • and managing
  • identify 3 areas for change
  • develop an action plan
  • thank those who provided feedback,
  • share your plans, set date to review
  • follow up in 3 months to see if they
  • noticed any change
  • Research on 8000 managers those who make the
    biggest
  • gains are those who follow up. Marshal Goldsmith

24
LEADING CHANGEJohn Kotter
  • 1. establish sense of urgency
  • 2. create the guiding coalition
  • 3. develop the vision strategy
  • 4. communicate the vision
  • 5. empower broad -based action
  • 6. generate short term wins
  • 7. consolidate gains .. produce more change
  • 8. anchor changes in structure

25
Summary Wrap-Up
  • What has been learned?
  • How might we apply training
  • Feedback on training session
  • Recommendations for Next Time
  • Etc.
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