Leader-Manager Training Series

WELCOME TO:

MAKING MASTERS
NO FOLLOWERS ALLOWED, ONLY LEADERS IN TRAINING
LEADERSHIP

Leader-Manager Training Series COURSE AGENDA Management vs Leadership The Leader - Manager Understanding Leadership Styles Situational Leadership

Leader-Manager Training Series MANAGEMENT vs LEADERSHIP

MANAGERS

LEADERS

Work in the system Work on the system React Create opportunities Control risks Seek opportunities Enforce organizational rules Change organizational rules Seek and then Provide a vision to believe in and follow direction strategic alignment Control people by pushing them Motivate people by satisfying in the right direction basic human needs Coordinate Inspire achievement and effort energize people Provide Coach team members, create instructions self-leaders, and empower them

Leader-Manager Training Series MANAGEMENT vs LEADERSHIP

MANAGERS ARE:
restricting controlling playing safe molding forcing regimenting stifling rigid autocratic consistent

LEADERS ARE:
enabling freeing risking releasing enhancing challenging participating flexible democratic predictable

Doing The Thing Right

Doing The Right Thing

Leader-Manager Training Series MANAGEMENT vs LEADERSHIP

EFFECTIVE MANAGERS EFFECTIVE LEADERS

Plan & Budget Organize & Staff
Monitor & Control

Create Vision & Empower Align People

Inspire & Coach

LEADER-MANAGER

Leader-Manager Training Series LEADER - MANAGER

The Leader Creates the Vision & Empowers: Sets a direction by developing a vision of the future Identifies change strategies to achieve the vision Leads an organization to constructive change
The Manager Plans & Budgets: Manages complexity by setting targets and goals Establishes detailed steps for achieving these targets Allocates resources to accomplish those plans Complementary:
The Planning process is a reality check on the vision The vision provides a focus on which planning can be done

Leader-Manager Training Series LEADER - MANAGER

The Leader Aligns People: Communicates a sense of direction and purpose Creates coalitions committed to the visions success Demonstrates to stakeholders how their interests are served
The Manager Organizes & Staffs: Develops the capacity to achieve planned results Creates organizational structure & set of jobs Staffs the jobs with (hopefully) qualified people Complementary:
Organizing creates the systems needed to do the job Alignment ensures the systems operate in concert, not conflict

Leader-Manager Training Series LEADER - MANAGER

The Leader Inspires & Coaches: Taps into needs, values, and emotions Provides the mental energy to overcome obstacles Involves the team in decisions on achieving the vision The Manager Measures & Controls: Mechanisms to compare system behavior with the plan Helps people complete routine jobs Identifies deviations and fixes problems Complementary:
Measuring & control lets you know how things are going Inspiring & coaching keeps things going

Leader-Manager Training Series UNDERSTANDING LEADERSHIP STYLES

Autocratic Leadership Bureaucratic Leadership Charismatic Leadership Democratic Leadership or Participative Leadership Laissez-faire Leadership People-oriented Leadership or Relations-Oriented Leadership Servant Leadership Task-oriented Leadership Transactional Leadership Transformational Leadership

Leader-Manager Training Series AUTOCRATIC LEADERSHIP

An extreme form of leadership
The leader has absolute power over his group Group members have little opportunity for making suggestions Most people tend to resent being treated like this Usually leads to high levels of absenteeism and turnover

Can be effective where the advantages of control outweigh the

disadvantages (military)

Leader-Manager Training Series BUREAUCRATIC LEADERSHIP

By the book, ensure that their staff follow procedures exactly
Appropriate style for work involving serious safety risks (military, working with machinery, with toxic substances or at heights) Appropriate style for work where large sums of money are involved (such as cash-handling)

Leader-Manager Training Series CHARISMATIC LEADERSHIP

Leader injects huge doses of enthusiasm into his or her team
Is very energetic in driving others forward Tends to believe more in him or herself than in their team To their followers, success is tied up with the presence of the charismatic leader

Creates a risk that a project, or even an entire organization, might collapse if the leader were to leave

Leader-Manager Training Series DEMOCRATIC or PARTICIPATIVE LEADERSHIP

Invites other members of the team to contribute to the decisionmaking process Reserves the right to make the final decision Increases job satisfaction and helps to develop team members skills This approach can take more time, but often the end result is better

Most suitable where team-work is essential, and quality is more important than speed to market or productivity.

Leader-Manager Training Series LAISSEZ-FAIRE LEADERSHIP

French phrase meaning leave it be
Leader who leaves his or her colleagues to get on with their work Can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly Often works for teams of experienced and skilled self-starters

Can also refer to situations where managers are not exerting

sufficient control

Leader-Manager Training Series PEOPLE or RELATIONS - ORIENTED LEADERSHIP

Leader is totally focused on organizing, supporting and developing the team It is the opposite of task-oriented leadership
A participative style, it tends to lead to good teamwork and

creative collaboration

Leader-Manager Training Series SERVANT LEADERSHIP

Describes a leader who is often not formally recognized as such
When someone leads by virtue of meeting the needs of the team he or she is described as a servant leader Effective in an environment in which leaders achieve power on the basis of their values and ideals

Sometimes not appreciated in competitive leadership situations

Leader-Manager Training Series TASK-ORIENTED LEADERSHIP

Focuses only on getting the job done, and can be quite autocratic
Will actively define the work and the roles required, put structures in place, plans, organizes, and monitors Spare little thought for the well-being of their teams Suffers many of the flaws of autocratic leadership

Difficulties in motivation and retention

Leader-Manager Training Series TRANSACTIONAL LEADERSHIP

Team members agree to obey their leader totally when they take on a
job The transaction is (usually) that the organization pays the team

members in return for their effort and compliance

Leader has the power to punish or reward the team members Really more a way of managing than a true leadership style The focus is on short-term tasks Has serious limitations for knowledge-based or creative work

Remains a common style in many organizations

Leader-Manager Training Series TRANSFORMATIONAL LEADERSHIP

A true leader who inspires the team constantly with a shared vision
of the future Highly visible, and spends a lot of time communicating Dont necessarily lead from the front, as they tend to delegate responsibility amongst their team

Their enthusiasm is often infectious, but they generally need to be

supported by details people

Leader-Manager Training Series SITUATIONAL LEADERSHIP

There is no one right way to lead or manage that suits all situations
To choose the most effective approach for you, you must consider:
The skill levels and experience of your team The work involved (routine or new and creative) The organizational environment (stable or radically changing, conservative or adventurous) Your own preferred or natural style

A good leader will switch instinctively between styles according to the people and work they are dealing with

Leader-Manager Training Series SITUATIONAL LEADERSHIP

HIGH

TASKING

TASKING

STEERING

LOW

ENTRUSTING ENCOURAGING

LOW

HIGH

ENCOURAGING

Leader-Manager Training Series SITUATIONAL LEADERSHIP TASKING

DIRECTIVE
Advantages:
Fast Clear line of authority Very productive (short term)

Appropriate when:
New tasks are involved The members are new Goals are not being met Task is urgent Member is reluctant

TRICYCLE

Leader-Manager Training Series SITUATIONAL LEADERSHIP STEERING

COACHING
Advantages:
Clear line of authority Way to exercise power without intimidation Develops late bloomers

Appropriate when:
Member is gaining experience Member has a basic understanding of the job Member needs direction

TRAINING WHEELS

Leader-Manager Training Series SITUATIONAL LEADERSHIP ENTRUSTING

DELEGATING
Advantages:
Encourages growth in mature individuals Enables long-term productivity Encourages maximum creative effort

Appropriate when:
Followers are committed Member has the interest, desire, and ability to make and implement decisions

LANCE ARMSTRONG

Leader-Manager Training Series SITUATIONAL LEADERSHIP ENCOURAGING

MENTORING
Advantages:
Involves people Encourages growth

Appropriate when:
Member has mastered the task Leader and member share ideas and decisions

CHANGE the ROAD

Leader-Manager Training Series FIVE POINTS OF POWER

Potential for Influencing Five Points of Power Over Another
Legitimate Power
Influence based on position in the formal hierarchy of an organization The person has the right to expect you to comply with legitimate requests

Coercive Power
Influence based on fear Commitment unlikely Resistance more likely

Reward Power
Influence based on the ability to distribute what others view as valuable

Referent Power Expert Power

Influence based on desirable personal traits You like the person and enjoy doing things for him or her Influence based on special skills or knowledge This person earns respect by experience and knowledge

Leader-Manager Training Series PROCESS OF GREAT LEADERSHIP

Challenge the process
First, find the thing that you believe needs to be improved the most

Inspire a shared vision

Next, share your vision in words that can be understood

Enable others to act

Give them the tools and methods to solve the problem

Model the way

When the going gets tough, get your hands dirty A boss tells others what to do...a leader shows that it can be done

Encourage the heart

Share the glory with your members' hearts Keep the pains within your own

Leader-Manager Training Series PROCESS OF GREAT LEADERSHIP

BE - KNOW - DO
BE a professional: Be loyal to the organization, perform selfless service, take personal responsibility BE a professional who possesses good character traits: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination KNOW yourself: Strengths and weakness of your character, knowledge, and skills KNOW human nature: Human needs, emotions, and how people respond to stress KNOW your job: Be proficient and be able to train others in their tasks KNOW your organization: Where to go for help, its climate and culture, who the unofficial leaders are DO provide direction: Goal setting, problem solving, decision making, planning DO implement: Communicating, coordinating, supervising, evaluating DO motivate: Develop morale in the organization, train, coach, counsel.

Leader-Manager Training Series PROCESS OF GREAT LEADERSHIP

GREAT LEADERS
Fix Responsibility Develop Relationships Are Politically Minded Delegate Authority Document Decisions Encourage Innovation Build Teams Plan Ahead Focus on Goal Compatibility Focus on Getting Solutions

POOR LEADERS:
Blame Others Kiss Up Are Sneaky Pass the Buck Cover Their Rear Create Conflict Build Cliques Scheme Focus on Intimidation Focus on Gaining Compliance

Leader-Manager Training Series PROCESS OF GREAT LEADERSHIP

The six most important words: "I admit I made a mistake." The five most important words: "You did a good job."

The four most important words: "What is your opinion."

The three most important words: "If you please." The two most important words: "Thank you," The one most important word: "We" The least most important word: "I"