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Leadership Mastery Series – Leadership Vs. Management

Leadership Mastery Series – Leadership Vs. Management. Course Objectives. Identify the concept of leadership style Identify individual leadership styles Learn to adapt leadership style to different situations. Leadership Definitions Refer to Page 3 of Your Workbook.

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Leadership Mastery Series – Leadership Vs. Management

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  1. Leadership Mastery Series –Leadership Vs. Management

  2. Course Objectives • Identify the concept of leadership style • Identify individual leadership styles • Learn to adapt leadership style to different situations

  3. Leadership DefinitionsRefer to Page 3 of Your Workbook

  4. Leadership Vs. Management • Motivate people who work or follow them • Set tone for most other aspects of what they do • Have management jobs but realize they cannot buy hearts to follow them down a difficult path

  5. Managers Have Subordinates • Unless their title is honorary and given as a mark of seniority • The title is a misnomer and their power over others is other than formal authority

  6. Authoritarian, TransactionalS t y l e • Tell subordinates what to do • & they do it as they have been promised a reward • A position of authority vested in them by the company

  7. Work Focus • Managers are paid to get things done, often within tight time & money constraints • This work focus is passed onto subordinates

  8. Seek Comfort • Stable home backgrounds • Lead relatively normal, comfortable lives • Relatively risk-averse & avoid conflict • Run a “happy ship”

  9. Leaders Have Followers • do not have subordinates • give up formal authoritarian control, as following is always a voluntary activity

  10. Charismatic, TransformationalS t y l e • stronger charisma • find it easier to attract people to their promise • transformational benefits—their followers will somehow become better people

  11. People Focus Good with people Quiet style Give credit to others Effective atcreating loyalty Veryachievement focused

  12. Seek Risk • encounter problems and hurdles that must be overcome • see routes as potential opportunities for advantage • happily break rules in order to get things done

  13. Seek Risk • A surprising number had some form of handicap • This taught them the independence of mind needed to go out on a limb, not worry about what others think

  14. H A N D O U T:BEHAVIOURAL VALUES

  15. The Essence of Leadership THE LEADERSHIP QUADRANTStrong Visionary &Strong Manager STRONG VISIONARYBUT WEAK MANAGER • Visions detached from reality • Alignment withoutorganisation • Strategies lack foundational support • of formal planning • Inspirational visions and aspirations • Integrated planning • Full employee empowerment and commitment

  16. The Essence of Leadership WEAK VISIONARY& WEAK MANAGER STRONG MANAGERBUT WEAK VISIONARY • No vision or strategies • Out-of-control processes • Employee dissatisfaction and frustration • Processes grow more bureaucratic • Over specialisation • More policies & procedures evolve • Controls stifle innovation

  17. 5 Levels of LeadershipEveryone Influences Someone RESULTS: Production – People will follow because of what you have done for the organisation RELATIONSHIP: Permission will followbecause they want to Rights Relationship Results REPRODUCTION: Position – People followbecause they have to Reproduction Respect

  18. Barriers to Leadership Self-Imposed Barriers 1. Lack of formal, articulated personal goal & a road map of how to meet them 2. No clear understanding of one’s own strengths & weaknesses Believing in “business ethics” Lack of generosity

  19. Barriers to Leadership Self-Imposed Barriers Leading from the rear Always stressing what otherscannot do well Lack of positive approachto serious issues Not taking charge of one’sown learning & development

  20. 5 Personal BarriersAround Leadership IGNORANCE LIMITINGBELIEFS PRIDE LOW SELF-ESTEEM FEAR

  21. Institutional Barriers • Restrict, constrict, box in people • Encourage mediocrity & reward playing it safe • Cultures/practices that kill the messenger • Racism and sexism • Fuzzy lines of accountability • Lack of differentiation between governance & management • No mentoring plan • Bottom-line mentality • Failing to build diversity • Not walking the talk • Static staffing structures • Lack of a formal, articulated plan for succession

  22. S U M M A R Y It takes real leadership to bulldoze the barriers -- time-honoured, tradition-bound, deeply ingrained practices When the barriers come down, the result is a competitive, productive, & motivated workforce focused on the future

  23. H A N D O U T:SWOTS ANALYSIS WORKSHEET

  24. H A N D O U T:IMPLEMENTATION PLAN

  25. CONTACT US LEARN MORE ABOUT OUR LEADERSHIP PROFESSIONAL DEVELOPMENT SERIES WWW.HIGHPERFORMANCECOACHINGANDTRAINING.COM.AU

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