Leadership Mastery Series Leadership Versus Management Workshop

1. Leadership MasterySeriesLeadership Versus Management Workshop

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

3. Some Leadership Definitions: • “Influencing other people to willingly achieve more.” • Schwarzkopf • “The ability to elicit extraordinary performance from ordinary people.” Harvey-Jones • “An influence relationship among leaders and followers who intend real changes that reflect their mutual purposes.” Rost • “Achieving enterprise goals without relying on position or power.” Karin • Leadership is… “The ability to lead” Webster • “Committed to vision, reality, ethics, and courage.” Koestenbaum • “Getting somebody else to do something you want done becausehe wants to do it.” Eisenhower • “The activity of influencing people to cooperate toward some goal which they come to find desirable.” Tead • “The art of influencing a body of people by persuasion or exampleto follow a line of action.” Copeland • “Influence”Maxwells

4. Leadership Vs. Management What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you cannot buy hearts, especially to follow them down a difficult path, and so act as leaders, too. Managers Have Subordinates By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority.

5. Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is Authoritarian, Transactional Style transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary)for doing so. Work Focus Managers are paid to get things done (they are subordinates, too), often within tight constraints of time and money. They, thus, naturally pass on this work focus to their subordinates. Seek Comfort An interesting research finding about managers is that they tend to come from stable home backgrounds and lead relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.

6. Leaders Have Followers Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity. Charismatic, Transformational Style Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts’ desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking. Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.

7. People Focus Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and a quiet style that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender. Although leaders are good with people, this does not mean they are friendly with them. In order to keep the mystique of leadership, they often retain a degree of separation and aloofness. This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.

8. Seek Risk In the same study that showed managers as risk-averse, leaders appeared as risk-seeking, although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. They are thus comfortable with risk and will see routes that others avoid as potential opportunities for advantage and will happily break rules in order to get things done. A surprising number of these leaders had some form of handicap in their lives which they had to overcome. Some had traumatic childhoods, some had problems such as dyslexia, others were shorter than average. This perhaps taught them the independence of mind that is needed to go out on a limb and not worry about what others are thinking about you. HANDOUT--BEHAVIOURAL VALUES

9. The Essence of Leadership STRONG VISIONARY BUT WEAK MANAGER THE LEADERSHIP QUADRANT Strong Visionary & Strong Manager • Visions detached from reality • Alignment without organisation • Strategies lack foundational support of formal planning • Inspirational visions and aspirations • Integrated planning • Full employee empowerment and commitment WEAK VISIONARY AND WEAK MANAGER STRONG MANAGER, BUT WEAK VISIONARY • No vision or strategies • Out-of-control processes • Employee dissatisfaction and frustration • Processes grow more bureaucratic • Over specialisation • More policies and procedures evolve • Controls stifle innovation

10. 5 Levels of Leadership Everyone Influences Someone RESPECT: Personhool – People follow you because of who you are and what you represent REPRODUCTION: People Development – People will follow because of what you have done for them RESULTS: Production – People will follow because of what you have done for the organisation RELATIONSHIP: Permission will followbecause they want to RIGHTS: Position – People followbecause they have to

11. Barriers to Leadership Self-Imposed Barriers • Lack of formal, articulated personal goals and a road map of how to meet them. These should be written and close at hand, not just rolling around in your head. • No clear understanding of one's own strengths and weaknesses (this calls for input from others, plus a plan for improving). • Believing that there is something called "business ethics," that there can be two standards: one for our personal lives and one for our professional lives. • Lack of generosity -- not sharing ideas, time, encouragement, respect, compliments, and feedback with others -- resulting in exactly the same treatment from them. • Leading from the rear -- being tentative, fence sitting, and never taking responsibility. • Always stressing what others can't do well rather than building on their strengths, what they do uncommonly well. • Lack of positive approach to serious issues. Failing to present suggested solutions along with the problem. • Not taking charge of one's own personal learning and development.

12. 5 Personal Barriers Around Leadership • Ignorance – No role models, Out of touch with themselves, numbed out • Limiting Beliefs – Conditioning, negative programming • Fear – Fears of being inadequate, rejection, powerless, looking stupid, making mistakes, obligation, humiliation and many more • Low Self Esteem – unworthiness, not important, not good enough, unwanted • Pride – righteous, afraid of being inadequate, stuck in pride

13. Institutional Barriers • Hierarchical structures that restrict, constrict, box in people • Corporate cultures that encourage mediocrity and reward playing it safe • Corporate cultures and practices that kill the messenger • Racism and sexism unacknowledged and unaddressed • Fuzzy lines of accountability • Lack of sharp differentiation between governance and management, and between policy and operations, with no clearly defined roles and responsibilities • No mentoring plan for promising staff members • Bottom-line mentality; not seeing people as the company's greatest asset • Failing to build, now, a richly diverse, pluralistic organization that includes diversity on the board of directors and top management teams • Not walking the talk; a leadership team whose behaviour doesn't match its message • Static staffing structures, with no job rotation, or job expansion • Lack of a formal, articulated plan for succession

14. It takes courage for a leader to identify and confront self-imposed barriers, to put In place the personal strategies required to unleash the energy, innovation, and commitment to self-development. It takes equal courage to identify and confront the institutional barriers that limit and inhibit the people of the organization. And it takes real leadership to bulldoze the barriers -- frequently time-honoured, tradition-bound, deeplyingrained practices. But when the barriers come down, the result is a competitive, productive, and motivated workforce focused on the future. Morale soars, performance rises, and the organization is liberated to reach its highest potential. Seeking out the barriers demands high intelligence; doing something about them demands managerial courage. HANDOUTS:1. SWOTS ANALYSIS WORKSHEET 2. IMPLEMENTATION PLAN

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