– Finish Mini Project Presentations
– Discuss – what did you learn?
• About Ethics and Social Responsibility?
• About Team Performance
– Review Chapter 12 – Motivating for High Performance
• Skill Builder 2 – no web Q, bring to class
– Review Chapter 13 – Leading with Influence
• Self Assessment #1 – Web Q (to be posted later 1/31)
– Assigning Team Teaching Sections (Section E)
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –1

PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright © 2006 Thomson Business and Economics.
All rights reserved.

• Leadership
– The process of influencing employees to work toward the achievement of organizational objectives.
– Gaining the respect of your team and peers through integrity, informed decision making and risk taking, and coaching and developing others.
• Leadership versus Management
– Leadership is a functional activity incorporated within the broader scope of management activities.
– Managers lacking the ability to influence others are not true leaders.
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –3

– Have been unsuccessful in identifying a universal set of traits that all leaders possess.
– Concluded that certain traits are important to effective leadership; supervisory ability (getting work done through others) being the most important.
– From Chapter 1: 6) Initiative, 5)self-assurance,4) decisiveness, 3) intelligence, 2) need for occupational achievement, and 1) supervisory ability
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –4

Rational (NT)
Thomas Jefferson ( Architect )
Abraham Lincoln ( Architect )
Dwight D. Eisenhower( Mastermind )
Ulysses S. Grant ( Mastermind )
Douglas MacArthur ( Fieldmarshal )
George Marshall ( Fieldmarshal )
Margaret Thatcher ( Fieldmarshal )
Napoleon Bonaparte ( Fieldmarshal )
Bill Gates ( Fieldmarshal )
Buckminster Fuller ( Inventor )
Steve Wozniak ( Architect )
George Soros ( Architect )
Artisan (SP)
– 5% Future/Task
– 40% Present/Task
Franklin D. Roosevelt ( Promoter )
Theodore Roosevelt ( Promoter )
Winston Churchill ( Promoter )
George S. Patton ( Promoter )
Erwin Rommel ( Crafter )
Charles XII of Sweden ( Crafter )
Nikita Khrushchev ( Performer )
Boris Yeltzin
Business/Industry/Finance
John Paul Getty ( Promoter )
Donald Trump ( Promoter )
Charles Lindbergh ( Crafter )
Idealist (NF) – 10% Future/People
Mohandas Gandhi ( Counselor )
Eleanor Roosevelt ( Counselor )
Leon Trotsky ( Champion )
Vladimir Lenin ( Teacher )
Mikhail Gorbachev ( Teacher )
Thomas Paine ( Champion )
Alexander Hamilton ( Champion )
Molly Brown "The Unsinkable" ( Champion )
Princess Diana ( Healer )
Albert Schweitzer( Healer )
Abraham Maslow
Isabel Myers ( Healer )
Carl Jung ( Counselor )
Guardian (SJ)
– 45% Present /Task/People
President George Washington (ESFJ)
President Harry S. Truman (ISTJ)
President Jimmy Carter
President Gerald Ford
President George HW Bush (ISFJ)
President Leonid Brezhnev (ESFJ)
General Colin Powell (ESTJ)
Justice Sandra Day O'Connor (ESTJ)
General Omar Bradley
Warren Buffet (ISTJ)
Sam Walton (ESFJ)
Ray Kroc (ESFJ)
John D. Rockefeller (ISTJ)
J C Penny
F W Woolworth
William K Kellogg
Andrew Mellon
J. P. Morgan
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –5

– One who makes all the decisions, tells employees what to do, and closely supervises employees.
• Considered a Theory X-type leader.
– One who encourages employee participation in decisions, works with employees to determine what to do, and does not closely supervise employees.
• Considered a Theory Y-type leader.
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –6

®
Identifies the ideal leadership style as incorporating a high concern for both production and people.
COUNTRY-CLUB TEAM MANAGEMENT
MIDDLE-OF-THE-ROAD
IMPOVERISHED
AUTHORITY
-COMPLIANCE
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –7

Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –8

Looks Like…….
“SPONSORED” TEAM
Source
: Adapted from Robert Tannenbaum and Warren Schmidt, “How to
Choose a Leadership Pattern,” Harvard Business Review , May/June, 1973.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
SELF MANAGED GROUP
Exhibit 13 –3
13 –9

®
®
– Used to select one of four leadership styles that match the employees’ maturity level in a given situation.
• Telling : giving employees explicit directions about how to accomplish a task
• Selling : explaining decisions to gain understanding
•
Participating : facilitating decision making among subordinates
•
Delegating : giving employees responsibility for their decisions and their implementation
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –10

Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –11

LEVEL 5 LEADERSHIP
HUMILITY AND WILL
by Jim Collins
WHAT YOU ARE
DEEPLY
PASSIONATE ABOUT
HEDGEHOG
WHAT YOU
CONCEPT
WHAT DRIVES
CAN BE THE
BEST IN THE
YOUR
ECONOMIC
WORLD AT
ENGINE
FLYWHEEL
MOMENTUM
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –12

1.
Being Responsible sometimes means pissing people off.
2.
The day people stop bringing you their problems is the day you have stopped leading them – they’ve lost confidence or concluded you do not care…..either case is a failure of leadership.
3.
Don’t be buffaloed by experts and elites.
4.
Don’t be afraid to challenge the pros, even in their own backyard.
5.
Never neglect details…..when others are distracted the leader must be doubly vigilant.
6.
You don’t know what you can get away with until you try.
7.
Keep looking below surface appearances… don’t shrink from it just because you might not like what you find.
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –13

8.
Organization (plans and theories) doesn’t really accomplish anything……Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great results.
9.
Organization Charts and Fancy Titles count for next to nothing.
10. Never let your ego get so close to your position that when your position goes, your ego goes with it. (don’t avoid change of turfs and job descriptions)
11.
Fit no stereotypes. Don’t chase the latest management fads.
12. Perpetual optimism is a force multiplier (ripple effect).
13. Picking People – Look for intelligence and judgment and the capacity to anticipate. Also look for integrity, high energy drive, balanced ego and drive to get things done.
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –14

14. Great Leaders are almost always great simplifiers who can cut through argument, debate and doubt to offer a solution everybody can understand.
15. Use the formula P= 40% to 70%, once the information you have gives you the probability for success, go with your gut.
16. The line manager is always right and headquarters is always wrong unless proved otherwise (line leaders need the accountability and control – keep “staff” to a minimum).
17.
Have fun in your job. Don’t always run at a breakneck pace.
Take time off when you’ve earned it. Spend time with your families. Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard!
18. Leadership is lonely. The buck stops here (Truman).
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –15

Provided by my AT&T Broadband Team:
• Passion about the business and people
• Challenge the status quo
• Understand the issues
• Strive for the best quality, service and cost possible.
Some personal thoughts:
• It’s all about the people…attract, retain and energize the best and brightest, make sure they have a shared Vision of what needs to happen and then help to remove the roadblocks to their progress.
• Leaders Coach and Encourage Leaders (and challenge)
• Strive for Balance in your and your team’s Professional and Personal Lives – it Enhances Creativity and it is what is Right. It is about the Journey and the Destinations.
Copyright © 2006 Thomson Business and Economics. All rights reserved. 13 –16