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Week 6 Leadership

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.

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Week 6 Leadership

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  1. Week 6 Leadership

  2. 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.

  3. 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?

  4. What Attributes does Jack Welch have?

  5. 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.

  6. 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.

  7. 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?

  8. Make meetings productive. Topic of presentations. Also Drucker suggests many different types of meetings. • Think and say we. Listen first and speak last.

  9. How does Drucker match up with Common sense approach?

  10. 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.

  11. Which characteristics are probably most important in Leadership • Decision Making or People skills. • Why

  12. How do you develop these skills? • What is your action plan? Pick any quality. • Can you hold yourself accountable? • How? • “Self-Leadership”

  13. 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.

  14. 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.

  15. Opportunist • Self-oriented, manipulative, power hungry, putting others down to build oneself. • What types of things would an opportunist do when supervising others?

  16. 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.

  17. Why are they so hard on this leadership style? Does not match your movie stereotypes.

  18. 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.

  19. What level do you find these people most commonly. Why?

  20. How do they make decisions?

  21. 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.

  22. What behaviors with expert • How do they make decisions.

  23. These people often get to top management, but not that effective. Why.

  24. 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.

  25. What behaviors associated with • Achiever. • How do they make decisions.

  26. What level would they be best?

  27. 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

  28. Conflict

  29. Back to individualist. • Often drive experts and achievers crazy who say you can’t do that. Seen as wild cards. John DeLorean.

  30. What behaviors would be associated with Individualist • How do they make decisions

  31. Level

  32. Strategists and Alchemists • Both are rare and somewhat related. One is more Charismatic than the other.

  33. 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.

  34. 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.

  35. Alchemist • Similar to strategist but Add Charisma to visionary. Very Unusual. Charismatic visionaries can be very positive or very negative.

  36. Level

  37. 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.

  38. 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.

  39. 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.

  40. Case The micromanager

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