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Week 6 Leadership

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Compare to Peter Drucker s observations Leadership is Decision Making, implementation of decisions, working with people in collectively. – PowerPoint PPT presentation

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Title: Week 6 Leadership


1
Week 6 Leadership
2
goals
  • Characteristics of effective leaders. Its up to
    you work on these.
  • Leadership styles. Most leadership styles have
    strengths and weaknesses.
  • Assess own leadership style.
  • Case of Supervision. (leadership). Is a manager
    doing an effective job?
  • Presentations.

3
Leadership.
  • Think of someone you admire as a leader.
  • This could be a parent, supervisor, church
    leader, coach, TV, movie personality.
  • Two things. Leadership according to this person
    is _________
  • Also what characteristics do they have that makes
    that person an effective leader?

4
What Attributes does Jack Welch have?
5
Compare to Peter Druckers observations
  • Leadership is Decision Making, implementation of
    decisions, working with people in collectively.
  • Decision Makingwhat needs to be done and doing
    the right thing for the organization.
  • Laser focus on what needs to be done.
  • Delegation to others of other tasks. Focus on
    what you can do well.

6
Implementation
  • Action plans and taking responsibility.
  • Set targets, time deadlines, know who is
    responsible. Review those decisions on a
    Periodic basis.
  • To what extent can/should you trust others to do
    their own work? How often do you monitor others
    work.

7
People
  • CommunicationDrucker emphasizes giving
    information, but receiving is important too.
  • Focus on opportunities not problems.
  • Fire fighter vs change agent.
  • Blamer vs corrective action.
  • Do Perfectionists make good leaders?

8
  • Make meetings productive. Topic of
    presentations. Also Drucker suggests many
    different types of meetings.
  • Think and say we. Listen first and speak last.

9
How does Drucker match up with Common sense
approach?
10
This is also compatible with Ohio State Studies
on Leadership.
  • Task
  • People.
  • What happens if all task and no people?
  • What happens if all people and no task.

11
Which characteristics are probably most important
in Leadership
  • Decision Making or People skills.
  • Why

12
How do you develop these skills?
  • What is your action plan? Pick any quality.
  • Can you hold yourself accountable?
  • How?
  • Self-Leadership

13
Leadership Style
  • A set of integrated behaviors that influences
    that way you motivate and direct your
    subordinates.
  • Theory X, Theory Y, hard, soft,
    individualistic, collectivistic.

14
Seven transformations
  • Deals with different leadership styles. The
    implications are that some are better than
    others. But each really has its different
    strengths and weaknesses.
  • Something we can discuss more later.
  • Largely focuses on how people make decisions.

15
Opportunist
  • Self-oriented, manipulative, power hungry,
    putting others down to build oneself.
  • What types of things would an opportunist do when
    supervising others?

16
  • Good in Emergencies when things need to get done.
    Lower level.
  • Image that bad people get ahead.
  • Keep in mind everyone may at times act in an
    opportunistic way.

17
  • Why are they so hard on this leadership style?
    Does not match your movie stereotypes.

18
Diplomat
  • The typical soft manager. Avoids conflict.
  • Wants to be liked by others and belong.
  • Obeys the group norms.
  • Achieves a lot of group cooperation.
  • Typical of first line managers.
  • What types of things would a diplomat do with
    subordinates. Communication, motivation,
    conflict, managing personality conflicts, etc.

19
  • What level do you find these people most
    commonly. Why?

20
How do they make decisions?
21
The expert
  • Relatively common 38.
  • Logic drives their choices.
  • Expect others to be logical at all times and
    share their logic.
  • Experts tend to avoid collaboration. Not your
    people oriented person.

22
What behaviors with expert
  • How do they make decisions.

23
  • These people often get to top management, but not
    that effective. Why.

24
The Achiever
  • Represents a definition of leadership.
  • Challenges and supports subordinates with a focus
    on deadlines. Think implementation.
  • Open to feedback, manage conflicts, acknowledge
    differences in others.

25
What behaviors associated with
  • Achiever.
  • How do they make decisions.

26
  • What level would they be best?

27
Individualist
  • James Kirk Star Trek.
  • Major strength is innovation and thinking out of
    the box.
  • Abstract thinkers.
  • Tend to value differences in people. See
    conflict as an opportunity to change and
    innovate. Digress with conflict for a bit.
  • Strong communication with colleagues

28
Conflict
29
Back to individualist.
  • Often drive experts and achievers crazy who say
    you cant do that. Seen as wild cards. John
    DeLorean.

30
What behaviors would be associated with
Individualist
  • How do they make decisions

31
  • Level

32
Strategists and Alchemists
  • Both are rare and somewhat related. One is more
    Charismatic than the other.

33
The strategist.
  • Leadership as decision Maker. But Decision make
    with a high sensitivity to the needs of others.
  • Decision making. Fully understands SWOT
    analysis. Knows the industry. Knows the
    opportunities.

34
People attributes
  • Conflict and resistance to change are
    organizational realities.
  • Visionary communicator (transformational
    leadership style).
  • Communication as an iterative process. Goes up
    and down. Need to be flexible to make
    adjustments about how to get to visions. But
    never loses sight of the vision.

35
Alchemist
  • Similar to strategist but Add Charisma to
    visionary. Very Unusual. Charismatic
    visionaries can be very positive or very negative.

36
  • Level

37
So what?
  • First, in your teams, where are you currently.
  • Article mentions developmental. Much of what we
    try to do in the MBA is to get you to move to a
    different level.

38
Contingency Leadership
  • Levels are appropriate.
  • Diplomat great at lower levels. Individualist is
    not good at lower levels.
  • Achiever is a good mid levels and implementation.
  • Thus, you will need to modify your leadership
    style to different situations.
  • Problems with one leadership style fits all
    situations.
  • Peter Principle.

39
  • Practice your leadership in your teams. Take
    turns with different projects.
  • Strongly advise feedback sessions after each
    project to the team leader.
  • Consider using the seven transformation in that
    feedback.
  • I can not make you do these things. Practice,
    Practice, Practice. Its all up to you.

40
Case The micromanager
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