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WELCOME TO:
MAKING MASTERS
NO FOLLOWERS ALLOWED, ONLY LEADERS IN TRAINING
LEADERSHIP
Leader-Manager Training Series COURSE AGENDA Management vs Leadership The Leader - Manager Understanding Leadership Styles Situational Leadership
MANAGERS
LEADERS
Work in the system Work on the system React Create opportunities Control risks Seek opportunities Enforce organizational rules Change organizational rules Seek and then Provide a vision to believe in and follow direction strategic alignment Control people by pushing them Motivate people by satisfying in the right direction basic human needs Coordinate Inspire achievement and effort energize people Provide Coach team members, create instructions self-leaders, and empower them
MANAGERS ARE:
restricting controlling playing safe molding forcing regimenting stifling rigid autocratic consistent
LEADERS ARE:
enabling freeing risking releasing enhancing challenging participating flexible democratic predictable
LEADER-MANAGER
Creates a risk that a project, or even an entire organization, might collapse if the leader were to leave
Most suitable where team-work is essential, and quality is more important than speed to market or productivity.
creative collaboration
A good leader will switch instinctively between styles according to the people and work they are dealing with
TASKING
TASKING
STEERING
LOW
ENTRUSTING ENCOURAGING
LOW
HIGH
ENCOURAGING
Appropriate when:
New tasks are involved The members are new Goals are not being met Task is urgent Member is reluctant
TRICYCLE
Appropriate when:
Member is gaining experience Member has a basic understanding of the job Member needs direction
TRAINING WHEELS
Appropriate when:
Followers are committed Member has the interest, desire, and ability to make and implement decisions
LANCE ARMSTRONG
Appropriate when:
Member has mastered the task Leader and member share ideas and decisions
Coercive Power
Influence based on fear Commitment unlikely Resistance more likely
Reward Power
Influence based on the ability to distribute what others view as valuable
BE - KNOW - DO
BE a professional: Be loyal to the organization, perform selfless service, take personal responsibility BE a professional who possesses good character traits: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination KNOW yourself: Strengths and weakness of your character, knowledge, and skills KNOW human nature: Human needs, emotions, and how people respond to stress KNOW your job: Be proficient and be able to train others in their tasks KNOW your organization: Where to go for help, its climate and culture, who the unofficial leaders are DO provide direction: Goal setting, problem solving, decision making, planning DO implement: Communicating, coordinating, supervising, evaluating DO motivate: Develop morale in the organization, train, coach, counsel.
GREAT LEADERS
Fix Responsibility Develop Relationships Are Politically Minded Delegate Authority Document Decisions Encourage Innovation Build Teams Plan Ahead Focus on Goal Compatibility Focus on Getting Solutions
POOR LEADERS:
Blame Others Kiss Up Are Sneaky Pass the Buck Cover Their Rear Create Conflict Build Cliques Scheme Focus on Intimidation Focus on Gaining Compliance