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What Leaders Really Do . . .

What Leaders Really Do . . . Article by John P. Kotter , HBR Presentation by Josiah Neal • Alex McDermott • Franklin Powell Rob McRae • Michael Nicholas • Gill Perez. Overview. Leadership is different from management A balance is needed

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What Leaders Really Do . . .

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  1. What Leaders Really Do . . . Article by John P. Kotter, HBR Presentation by Josiah Neal • Alex McDermott • Franklin Powell Rob McRae • Michael Nicholas • Gill Perez

  2. Overview • Leadership is different from management • A balance is needed • Strong leadership + Strong Management = Success!

  3. Management and Leadership • Both systems of action involve deciding: • What needs to be done • Creating groups of people that can accomplish an agenda • Ensuring people do their job • Each systems accomplishes these three tasks in different ways

  4. Management . . . • Management is about coping with complexity • Planning and Budgeting • Organizing and Staffing • Controlling and Problem Solving

  5. Vs. Leadership • Leadership is about coping with change • Setting a Direction • Aligning People • Motivating and Inspiring

  6. Setting a Direction . . . • Creates visions/strategies • Not planning • Strategic thinkers • Inductive (Patterns, relationships to explain) • Make ideas better

  7. Vs. Planning and Budgeting • Management process • Obsolete (Long/Short term) • Burdensome • Unexpected • Combo is Best bet • Vision provides constraints • Reality check on direction setting • Essential vs. irrelevant

  8. Organizing and Staffing . . . • Organization – linkage/interdependence • Challenge for change as one • Alignment problem • Managers organize • To achieve precision and efficiency • Requires complex decisions • Suitable staffing, training, communicate plans, authority, etc.

  9. Vs. Aligning People • Communication problem – not design problem • Involves talking to many people • Bosses to peers, peers to bosses • Even suppliers and customers • Anyone who can help vision and strategies • Credibility needed to carry vision to employees • Leads to Empowerment at all levels • Have same target • Lower-level can initiate actions

  10. Motivating People Vs. Controlling and Problem Solving • Change is the key function of Leadership • Creating Change • Control mechanisms • Systems and structures • Basic Human needs • Networks of informal relationships • Communication

  11. Creating a Culture of Leadership • How a Business Develops Leader-Managers • Recruiting with leadership potential • Managing career patterns • Early Career • Significant challenges early in career teach about the difficulty in leading and its potential for producing change. • Late Career • Broadening roles for different displays of leadership • Relationships built create strong informal networks needed to support leadership initiatives

  12. Corporate Leadership Culture • Decentralization • Identification • Making lower level employees visible to senior management • Rewards • Creates a culture where people value strong leadership and strive to create it.

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