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Ar88Lecture 1. 1.

Different between Leadership & management


I. II. Leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, more a matter of accurate calculation, of statistics, of methods, timetables and routine; its practice is a science. Managers are necessary. Leaders are essential. Comparing Management & Leadership Management Direction Planning and budgeting Keeping an eye on the bottom line Alignment Organising and staffing Directing and controlling Create boundaries Relationships Focusing on objects producing/selling goods and services Based on position power Acting as boss Personal Qualities Emotional distance, Expert mind, Talking Conformity, Insight into organisation Outcomes Maintains Stability, creates a culture of efficiency Leadership

Creating Vision and Strategy Keeping eye on horizon

Creating shared culture and values. Helping others grow . Reduce boundaries

Focusing on people - inspiring and and motivating followers. Based on personal power. Acting as coach, facilitator, servant

Emotional connections (heart) Open mind (Mindfulness) Listening (Communications) Nonconformity (Courage) Insight into self (Integrity)

Creates change, often radical, and a culture if integrity, and effectiveness

2. Difference among 3 leadership types Managerial Leadership Managerial Leaders and more comfortable handling day-to-day activities, and are short-term oriented.

Adopt impersonal, passive, attitudes toward goals. Coercion: negotiate, bargain, rewards, punishment Little emotional involvement Financial control and stability oriented.

Visionary Leadership Future oriented, concerned with risk taking, and they are not dependent on their positions for their sense of who they are. They are leaders because of their personal character and their influence. Organizational control is maintained through socialization and sharing of, and compliance with, a commonly set of norms, values, and shared beliefs. Strategic Leadership is a combination of the two. They dream and do something about their dreams. On the one hand, it has the ability to influence others to voluntarily make day-to-day decisions that enhance the long-term viability of the organization while at the same time maintaining its short-term financial stability. 3. Points of view of Leader The leadership point of view (POV) seeing what needs to be done understanding all the forces at play having the courage to initiate action to improve things . Two reasons people lack leadership o lack of strategic thinking o a fear of rejection. *** To understand that to change the world around us, we must be willing to change ourselves. ***

Outside-in & inside-out A leader tend to be more inside-out

At the left extreme, a person tends to be extremely outside-in. he will be Spineless, wishy-washy, opinionless. Whatever the group the person is in, she molded herself to fit them. Spineless adj. Lacking courage or willpower. Wishy-washy: always hesitating. Easy to change mind or position. At the right extreme, a person tends to be extremely inside-out. He will be narcissistic, egocentric, self-centered, obnoxious boors. Such ppl as lady gaga. Narcissism is the personality trait of egotism, vanity, conceit, or simple selfishness. Obnoxious boors, Very annoying or objectionable, rude, unmannerly persons Lecture 2 1. 4 types of Leadership paradigm Classical Leadership Dominance by pre-eminent person or an elite group. Leadership that is coercive, benevolent or both. Examples: Pharaohs, US slave owners, European feudal lords, Hitler, Starlin, Saddam Hussein, the Generals in Burma. Leadership is based on right through: Birth Divine appointment (Pope, Pharaohs) Industrial (Henry Ford), political (Lee Kwan Yew), military (General Cosgrove) Particular belief system (cult or sect leaders)

Cultural norms (tribal chiefs, family heads)

Transactional Leadership Transactional leaders view followers as individuals, with more focus on their skills, needs, and motives than classical leaders. Leaders and followers interact to negotiate agreements engage in transactions. Therefore it is important that transactional leaders have the power to reward followers. Kinds of Transactional Leadership At a basic level - Transactional leaders are concerned with achieving their own personal needs, but can simultaneously serve the interests if individual followers. Team player Transactional Leaders concerned with the welfare of their followers, and for maintaining good interpersonal relationships with individuals and the team as a whole. Transactional Leaders Tend To Possess some expertise or knowledge that the group accepts as relevant. Be skilled at negotiation, persuasion, and motivating others. Be accepted as the most appropriate person to lead the group at the time.

Visionary Leadership Today, environmental conditions exhibit increased turbulence and turmoil, aptly likened to permanent white water

Much of leaderships failure to cope with the new conditions has been attributed to too much management and too little leadership.

Visionary, Transformational, inspirational leadership essentially refers to the visionary paradigm.

Characteristics of Visionary Leaders Being trustworthy, just and honest Being charismatic, inspirational, encouraging, positive, motivational, confidence building, dynamic, good with teams, excellence-oriented, decisive, intelligent, a win-win problem solver. Exercising foresight.

Characteristics of Visionary Leaders But there are a number of negative sides, Visionary leaders can be: Loners. Non-cooperative. Ruthless. Non-explicit. Irritable. Dictatorial.

Organic Leadership

The long held assumption of unity - that leadership is focused on a single leader is under challenge. The concept of a single central leader is largely irrelevant.

New organisations will be process orientated, without boundaries, driven by customer expectations or service.

Leaders will operate in a culturally diverse environment, where knowledge in the critical success factor (CSF), with a well educated workforce.

Multiple perspectives and talents are needed. Structures will change see next slide.

Organic Leadership and Organizational Structures

Organic Leadership Characteristics Leadership will operate

Through vision, and values permeating the entire culture. At many levels in a networked structure Through many leaders By blurring the formal distinction of leaders and followers Without formal leaders, but have an integrator role that links many parts of the organisation.

2. 3 levels of Leadership Levels of Leadership Leadership is about affecting human behaviour, which can be thought of as occurring at three levels: (1) Visible behaviour (Do) (2) Conscious thought, (Think) and (3) Semi-conscious or preconscious basic values and assumptions (Assumption)

Level 1

Personal Visible behavior

Organisational Artifacts, buildings, physical things, and the walk and the talk Espoused theories, the thoughts that support the talk rituals, ceremonies, fads, systems, routines, processes Theories in action, the underlying assumptions that generates walk

Conscious thoughts

Values, assumptions, beliefs, and expectations

3. Leadership myths (What kind of myth mean what) Myths of Leadership 1. The Position myth I cant lead if I am not at the top. 2. The Destination myth when I get to the top, then Ill learn to lead. 3. The Influence myth If I were on top, then people would follow me. 4. The Inexperience myth When I get to the top, Ill be in control. 5. The Freedom myth When I get to the top, Ill no longer be limited. 6. The All-or-Nothing myth If I cant get to the top, then I wont try to lead. 7. The Potential myth I cant reach my potential if Im not the top leader.

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