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Great Leaders
 Live with integrity, lead by example
 develop a winning strategy or “big idea”
 build a great management team
 inspire employees to greatness
 create a flexible, responsive organization
 use reinforcing management systems
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Great Leaders
 passionate about what they do
 love to talk about it
 high energy
 clarity of thinking
 communicate to diverse audience
 work through people (empowering)
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LEADERSHIP
The Trust Factor in Leadership

Question: How does a trust-oriented
leader differ from a Machiavellian-oriented
leader?
 Question: Which is more important, our
actions or our words?
 Question: How concerned should we be
about others?

Recommendation: Being trustworthy
is good!!!
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LEADERSHIP
The Trust Factor in Leadership

Question: What is the role of competence
for a leader?
 Question: What is the role of open
communication for a leader?
 Question: How does formalization in an
organization undermine trust?

Recommendation: Learning to
trust others is also good!!!
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 Management
keeps an
organization running
 Leadership involves getting
things started
 Leadership involves facilitating
change
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

95% of American
managers say the
right thing.
5% of American
managers do the
right thing.
Future
Leaders….

When companies
derive their
advantage from
intellectual
capital, old
management
styles (carrots and
sticks) are not
sufficient.
–Develop/communicate what company is trying to
accomplish
–Create environment where employees can figure
out what needs to be done AND then do it well.
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CORE VALUES
Fairness
Commitment
Freedom
Water
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Line
Leaders vs. Managers
 LEADERS:






 MANAGERS:
innovate
focus on people

inspire trust
have a long-range view
ask what and why
have eyes on horizon








originate
challenge status quo
do the right thing



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administrate
focus on systems
and structures
rely on control
have a short-range
view
ask how and when
have eyes on bottom
line
initiate
accept status quo
do things right
LEADERSHIP- Marks of a Great Leader

QUESTION: WHY ARE THE FOLLOWING
TRAITS CONSIDERED CHARACTERISTICS
OF GREAT LEADERS?


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servicing and sacrificing
initiating and risk taking
 needing no credit
 empowering others
 clarifying values
There Are Only Five Ways to Lead
(Article by Farkas and De Becker)


Strategic Approach
Human Assets Approach

Expertise Approach


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Box Approach
Change Approach
LEADERSHIP
Resistance to Empowerment






(Article by Williams)
QUESTION: Why do managers resist change?
QUESTION: Why do managers resist
suggestions?
QUESTION: Why are managers afraid to empower
their subordinates?
Recommendation: Don’t leave this class thinking
that you have cornered the market for good ideas
Recommendation: Learn to recognize your
strengths and weaknesses and those of others
Recommendation: Learn that teams always do
better than individuals, if there is a trust
relationship among the team members
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LEADERSHIP - Empowerment

Empowerment Strategies







Avoid competition for power, status, recognition
Delegate
Create and communicate a vision
Insist that others diligently work to achieve
meaningful goals
Help others believe in their own worth and
potential
Create a culture in which fear and intimidation
are replaced by trust
Demonstrate a willingness to be supportive of
others
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EMPOWERMENT
Places responsibility for
spotting/solving problems on
employees.
 Requires leaders to ask for
suggestions AND lets employees
make decisions.
 Is easiest to implement in smaller,
less bureaucratic organizations.

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LEADERSHIP
Develop Ownership





There are always at least two owners of
responsibility.
Empowerers ask questions, organize data
to confront people with reality, bring
customers and performers together.
Empowerers insist on tough standards.
Empowerers support and coach.
Conversations are the grist for the
leader’s mill.
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LEADERSHIP
Develop Ownership
continued…




You can lead a horse to water, but you
can’t make him drink.
If you want the horse to drink, make sure
the horse is thirsty.
Head buffalo lock the barn door after the
horse is stolen.
Lead geese make certain nothing is ever
stolen.
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LEADERSHIP - Empowerment
Continued….
 Recommendation:
Learn to
encourage and make full use of
your talents and the talents of
others.
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LEADERSHIP - The Magic of Vision

Vision sees what
must be
tomorrow,
beyond what is
today

Customers help
you see the vision

Vision inspires
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
Vision is clarity

Vision is a
worthy
commitment

Vision generates
supportive
actions
LEADERSHIP - How Vision Works
The right vision attracts commitment
and energizes people.
 The right vision creates meaning in
workers’ lives.
 The right vision establishes a
standard of excellence.
 The right vision bridges the present
and the future.

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LEADERSHIP
How You Know You Need a Vision




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
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
Is there evidence of confusion about purpose?
Do employees complain about insufficient
challenge?
Do employees say they are not having fun any
more?
Is the organization losing market share or
reputation for innovation?
Are there signs of declines of pride in your
organization?
Is there excessive risk avoidance?
Is there an absence of sharing?
Is there a strong rumor mill?
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LEADERSHIP
Customer Focus
 What
do customers really buy?
 Leaders focus on customers - and so
does everyone else.
 Leaders focus on partnering, not
selling.
 Leaders begin with the customer’s
needs and wants.
 Solving problems spurs partnerships.
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LEADERSHIP
Great Performance
Is this the best you can do?
 Remember, its leadership, not status
quo-ship.
 Thinking incrementally moves you
forward from today.
 Thinking strategically leads
backward from the future.
 How many bugs is one too many?
 Begin with the end in mind.

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LEADERSHIP
Create Value-Added Strategies






Stay close to the customer.
The tough strategic question:
“What do I do?”
Value is solving the customers’ problems.
Value is doing better than anyone else.
Value-added strategies solve the problems
that drive purchasing decisions.
Leaders learn how to focus themselves and
everyone else on solving the customers’
problems.
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Some Managers are More Than
Bosses - They’re Leaders, Too
(Horowitz)

There is no one leader personality
– they do inspire others to take risks
– they do inspire others to do more than they
thought possible
– they set steep goals
– they instill in others that both failure and
success are allowed
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 Look
for the personal touch
 Screen your questioners
 Scan some Web sites
 Hang out and schmooze
 Probe past responses to personal
emergencies
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LEADERSHIP:
Remove
Obstacles

Systems send
powerful
messages.
 Performance
management
systems
 Reward systems
 Information
systems
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
Structures send
powerful messages.
 Decentralize
decision making to
the point of customer
contact
 Cross-functional
teams
 Simplified processes
and procedures
 Focus on one
customer, one
product, one
product/market
combination
SEVEN SECRETS TO BUILDING:
EMPLOYEE LOYALTY

Set high expectations

Communicate constantly

Empower, Empower, Empower

Invest in their financial security

Recognize people as often as possible

Counsel people on their career

Educate them
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LEADERSHIP- Marks of a Great Leader
 Recommendation:

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You may never become a leader
like the President of the United
States or the CEO of a Fortune
500 firm, but these are all good
qualities to have and to practice.
A leader is only as effective as the team
 Outperform peers
 Make excellence a habit
 Be willing to try new approaches
 Focus on what you need to do

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Chapter #10 - Understanding
Employee Motivation and
Leadership

Theories of
employee motivation
–
–
–
–
–
–
Theory X, Y
Two-factor Theory
Equity
Maslow
Expectancy Theory
Goal Setting Theory
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
Reinforcement

Participative
management /
Empowerment

Job enrichment /
Job design

Leadership