Week 6 Leadership

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					Week 6 Leadership
                   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.
              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?
What Attributes does Jack Welch
             have?
     Compare to Peter Drucker’s
          observations
• 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.
•
           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 other’s work.
                People
• Communication—Drucker 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?
• Make meetings productive. Topic of
  presentations. Also Drucker suggests
  many different types of meetings.
• Think and say we. Listen first and speak
  last.
How does Drucker match up with
  Common sense approach?
    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.
Which characteristics are probably
 most important in Leadership
• Decision Making or People skills.
• Why
    How do you develop these skills?
•   What is your action plan? Pick any quality.
•   Can you hold yourself accountable?
•   How?
•   “Self-Leadership”
          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.
      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.
              Opportunist
• 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
  stereotypes.
                  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.
• What level do you find these people most
  commonly. Why?
How do they make decisions?
               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.
   What behaviors with expert
• How do they make decisions.
• These people often get to top
  management, but not that effective. Why.
             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.
What behaviors associated with
• Achiever.
• How do they make decisions.
What level would they be best?
              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
Conflict
        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
• Level
   Strategists and Alchemists
• Both are rare and somewhat related. One
  is more Charismatic than the other.
            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.
          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.
               Alchemist
• Similar to strategist but Add Charisma to
  visionary. Very Unusual. Charismatic
  visionaries can be very positive or very
  negative.
• Level
                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.
      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.
• 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.
Case The micromanager

				
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posted:8/1/2011
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