The definition of leadership

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2 The definition of leadership Leadership is the lifting of a man s vision to higher sight, the raising of a man s performance to a higher standard, the building of a man s personality beyond its normal limitations. Peter Drucker A leader is a man who has the ability to get other people to do what they don t want to do & like it. Harry Truman

3 Imagine the task of clearing a road through a forest. Managers are busy scheduling work crews, making sure tools are where they need to be, settling disputes The leader is the one who climbs up the tallest tree around, surveys the landscape, and hollers down Wait a minute... wrong forest! to which the managers reply, Shut up! We re making great progress. The difference between leaders & managers Stephen Covey

4 The difference between leaders & managers cont d Leadership is an art Management is a science. Leaders lead people Managers manage things. Leaders empower Managers control. Leaders inspire Managers seek compliance. Leaders listen Managers talk. Leaders operate in the future Managers deal in the present. Leaders make people feel strong Managers direct people. Leaders excite people Managers monitor people. Leaders stretch people Managers maintain people. Leaders create institutions Managers run them

5 Leadership styles Transactional Leaders. Transformational Leaders. Charismatic Leaders. Visionary Leaders.

6 What is a Transactional Leader? Leaders who guide or motivate their followers in the direction by established goals, clarifying role and task requirements

7 What is a Transformational Leader? Focus on development of trust, confidence, admiration, loyalty, and commitment Key Traits: Charisma Inspiration Intellectual simulations Individualized considerations

8 Transactional Leadership is responsive Works within the organizational culture Transformational Leadership is proactive Works to change the organizational culture by implementing new ideas Employees achieve objectives through rewards and punishments set by leader Employees achieve objectives through higher ideals and moral values Motivates followers by appealing to their own self interest Motivates followers by encouraging them to put group interests first Management-by-exception: stress correct actions to improve performance. Individualized consideration: Each behavior is directed to each individual to express consideration and support. Intellectual stimulation: Promote creative and innovative ideas to solve problems.

9 What is a Charismatic Leader? An enthusiastic, self-confident leader whose strong personality and actions influence people to behave in certain ways. Visionary and can articulate his vision Will often take risks to achieve vision Sensitive to follower needs Exhibit behavior that is out of the ordinary.

10 What is a Visionary Leader? A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation Visionary leaders have the ability to: Explain the vision to others Express the vision not just verbally but through behavior Extend or apply the vision to different leadership contexts

11 Leaders When At Their Best 5 Practices & 10 Commitments Model the Way Set the example Plan small wins Inspire a Shared Vision Envision the future Enlist others Challenge the Process Search for opportunities Experiment/take risks Enable Others to Act Foster collaboration Strengthen others Encourage the Heart Recognize contributions Celebrate accomplishments

12 Modeling the Way Is clear about his/her philosophy of leadership Ensures that goals, plans and milestones are set Sets example of what is expected Ensures that people adhere to agreed-on standards Makes progress toward goals one step at a time

13 Inspiring a Shared Vision Speaks with conviction about meaning of work Is enthusiastic and positive about future Shows others how their interests can be realized Appeals to others to share dream of future Describes compelling image of future Talks about future trends

14 Challenging the Process Takes initiative to overcome obstacles Challenges people to try new approaches Asks What can we learn? Seeks challenging opportunities Looks outside organization for ways to improve Experiments and takes risks

15 Enabling Others to Act Treats people with dignity and respect Develops cooperative relationships Supports other people s decisions Lets people choose how to do their work Listens to diverse points of view Ensures that people grow in their jobs

16 Encouraging the Heart Praises people for a job well done Recognizes people for commitment to shared values Gives team members appreciation and support Finds ways to celebrate accomplishments Creatively rewards people for their contributions Expresses confidence in people s abilities

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