Week 6 Leadership
• 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?
• 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?
What Attributes does Jack Welch
Compare to Peter Drucker’s
• Leadership is Decision Making, implementation
of decisions, working with people in collectively.
• Decision Making—what 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.
• Action plans and taking responsibility.
• Set targets, time deadlines, know who is
responsible. Review those decisions on a
• To what extent can/should you trust others
to do their own work? How often do you
monitor other’s work.
• Communication—Drucker emphasizes
giving information, but receiving is
• Focus on opportunities not problems.
• Fire fighter vs change agent.
• Blamer vs corrective action.
• Do Perfectionists make good leaders?
• Make meetings productive. Topic of
presentations. Also Drucker suggests
many different types of meetings.
• Think and say we. Listen first and speak
How does Drucker match up with
Common sense approach?
This is also compatible with Ohio
State Studies on Leadership.
• What happens if all task and no people?
• What happens if all people and no task.
Which characteristics are probably
most important in Leadership
• Decision Making or People skills.
How do you develop these skills?
• What is your action plan? Pick any quality.
• Can you hold yourself accountable?
• A set of integrated behaviors that
influences that way you motivate and
direct your subordinates.
• Theory X, Theory Y, hard, soft,
• 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
• Self-oriented, manipulative, power hungry,
putting others down to build oneself.
• What types of things would an opportunist
do when supervising others?
• 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.
• Why are they so hard on this leadership
style? Does not match your movie
• 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
• What level do you find these people most
How do they make decisions?
• 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.
What behaviors with expert
• How do they make decisions.
• These people often get to top
management, but not that effective. Why.
• Represents a definition of leadership.
• Challenges and supports subordinates
with a focus on deadlines. Think
• Open to feedback, manage conflicts,
acknowledge differences in others.
What behaviors associated with
• How do they make decisions.
What level would they be best?
• 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
Back to individualist.
• Often drive experts and achievers crazy
who say you can’t do that. Seen as wild
cards. John DeLorean.
What behaviors would be
associated with Individualist
• How do they make decisions
Strategists and Alchemists
• Both are rare and somewhat related. One
is more Charismatic than the other.
• 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.
• Conflict and resistance to change are
• Visionary communicator (transformational
• 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
• Similar to strategist but Add Charisma to
visionary. Very Unusual. Charismatic
visionaries can be very positive or very
• First, in your teams, where are you
• Article mentions developmental. Much of
what we try to do in the MBA is to get you
to move to a different level.
• Levels are appropriate.
• Diplomat great at lower levels. Individualist is
not good at lower levels.
• Achiever is a good mid levels and
• Thus, you will need to modify your leadership
style to different situations.
• Problems with one leadership style fits all
• Peter Principle.
• 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
Case The micromanager