WHAT DOES IT MEAN TO BE A LEADER?

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WHAT DOES IT MEAN TO BE A LEADER?

• Damon Burton
• University of Idaho

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• How would you personally define leadership?

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LEADERSHIP DEFINED

• Leadership is an influence relationship among
  leaders and followers who intend real changes and
  outcomes that reflect their shared purposes.
• Influence suggests that the relationship among
  people is (a) active, not passive, (b)
  multidirectional and (c) noncoercive.
• Change is desired rather than maintaining the
  status quo

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LEADERSHIP DEFINED - 2

• Change reflects purposes that leaders and
  followers share.
• Leadership attempts to influence others to come
  together around a common vision.
• Leadership is a people activity and involves
  change among people and not to people.
• Intention means promoting people to actively
  pursue change.

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HOW ARE LEADERS DIFFERENT?

• Leaders are not necessarily different.
• Qualities of effective leadership are the same as
  for effective followership.
• Many of us are both effective leaders and
  followers, depending on the role we play and the
  situation we are in.
• Ideally, leadership is shared among leaders and
  followers, with each fully engaged and accepting
  higher levels of responsibility.

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• Identify someone you know personally who you
  would consider a leader.
• parent,
• friend,
• teacher,
• coach,
• boss

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• What characteristics make this person a leader?

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WHAT CHARACTERISTICS MAKE THIS PERSON A LEADER?

• Leadership is an everyday way of acting and
  thinking that has little to do with a title or
  formal position in an organization
• Leadership is about committing to find ways to
  lead.

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CHARACTERISTICS OF GLOBALIZATION HOW THE WORLD
GOT FLAT

• Windows-powered PCs
• the Web and Netscape,
• work-flow software,
• uploading (e.g., Wikipedia),
• outsourcing,

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CHARACTERISTICS OF GLOBALIZATION HOW THE WORLD
GOT FLAT - 2

• off-shoring,
• supply-chaining,
• insourcing (e.g., UPS),
• in-forming (e.g., Google Yahoo),
• steroids digital, mobile, personal, virtual.

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NEW PARADIGM

• Old

• New

• Stability
• control
• competition
• uniformity
• self-centered
• hero

• change crisis management
• empowerment
• collaboration
• diversity
• higher purpose
• humble

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FROM STABILITY TO CHANGE

• change and crisis are inevitable,
• use change as a source of energy and
  self-renewal,
• develop effective crisis management skills to
  weather storm,
• view problems as opportunities but must be
  prepared to handle them.

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FROM CONTROL TO EMPOWERMENT

• Rigid organizational hierarchies and structured
  jobs with strict procedures were believed
  necessary for high productivity.
• Control and rigidity reduce motivation,
  innovation and morale.
• Leaders need to share power rather than hoard it.

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FROM CONTROL TO EMPOWERMENT

• Leaders need to find ways to increase an
  organizations brain power by getting everyone
  involved and committed.
• Recognize that information not assets are todays
  major corporate resources.
• In 1950, 73 of corporate worth were tangible
  assets, but by 2002 it had declined to only 53.
• Employees knowledge is valuable only if used and
  allowed to flourish.

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FROM COMPETITION TO COLLABORATION

• Most organizations today stress teamwork and
  cooperation.
• Work teams are horizontal collaboration across
  departments.
• Collaboration increases resources and promotes
  better solutions that competition alone.
• Companies today are forming partnerships with
  competitors to enhance quality and reduce cost.

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FROM COMPETITION TO COLLABORATION

• Collaboration creates numerous challenges for
  leaders.
• It is difficult to create a climate that fosters
  teamwork and community in order to promote
  collaboration and mutual support.
• Empowerment of team members has replaced
  intimidation and manipulation as major motivation
  strategies.

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FROM UNIFORMITY TO DIVERSITY

• Uniformity, separation and specialization have
  characterized organizations in the past.
• People who think alike, act alike and have
  similar skills have been grouped together into
  teams or units.
• When teams are too homogeneous, it stifles
  innovation and creativity.
• In the Information Age, diversity increases
  brainpower and creativity and promotes success.

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FROM SELF-CENTERED TO HIGHER PURPOSE

• Pay for CEOs quadrupled between 1993 and 2005.
• CEO pay was 369 times the average employees
  salary.
• New paradigm leaders emphasize accountability,
  integrity, responsibility and humility.
• Doing the right thingeven if it hurts is the
  new motto.
• Servant leaders want to help their followers
  prosper.

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FROM HERO TO HUMBLE

• Rather than being a celebrity, Level 5 leaders
  work hard behind-the-scenes to support and
  develop others in order to create a strong
  organization.
• Let others take the credit is the new motto.
• New age leaders do what is best for the company
  with a complete lack of ego.

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FROM HERO TO HUMBLE

• Darwin Smith of Kimberly-Clark humbly attributed
  his success to I never stopped trying to become
  qualified for the job.
• Level 5 leaders accept all the blame for failure
  but give the credit for success to others.
• New age leaders work to develop many strong
  leaders who can step forward and continue the
  organizations success long into the future.

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RUDY GUILIANIS LEADERSHIP SUCCESS PRESCRIPTION

• develop and communicate strong beliefs (i.e.,
  sell your ideas),
• accept responsibility (i.e., accountability),
• surround yourself with great people,
• study, read and learn independently.

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MANAGEMENT VERSUS LEADERSHIP

• Management the attainment of organizational
  goals in an effective and efficient manner
  through planning, organizing, staffing,
  directing, and controlling organizational
  resources.
• Both management and leadership are essential and
  must be integrated effectively to promote high
  performance.

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MANAGE OR LEAD?

• Leadership

• Management

• Direction - planning, budgeting, bottom line
• Alignment - organizing, staffing, directing
  controlling
• Relationships - acting as boss, position power
  object focus
• Personal Qualities -Emotional distance,
  conformity, insight, talking, expert mind
• Outcomes - stability efficiency culture

• Create vision/strategies with eye on horizon
• Create shared culture values, helping others
  grow.
• Coach role to inspire and motivate followers
  using a people-focus
• Open mind, insight, listener, courage
  emotionally connected
• Create change and a culture of integrity

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PROVIDING DIRECTION

• Management focuses of detailed plans and
  schedules, then allocating resources to
  accomplish the plan.
• Leadership creates a compelling vision for the
  future and developing strategies for producing
  the changes needed to achieve the vision.

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ALIGNING FOLLOWERS

• Management organizes a structure to accomplish a
  plan, including staffing, developing policies
  and procedures to direct followers and monitor
  plan implementation.
• Managers are thinkers and followers are doers.
• Leadership communicates the vision and develops a
  shared culture and set of core values that can
  lead to the desired goal. keeps their eye on the
  horizon and the long-term future.
• Followers are thinkers and doers and leaders
  foster a sense of ownership in everyone.

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ALIGNING FOLLOWERS

• Management creates boundaries with different
  specialties, departments and a hierarchial
  level.
• Leaders break down boundaries so people know what
  others are doing, can coordinate easily and feel
  a sense of teamwork.
• Leaders encourage people to expand their minds
  and abilities and assume responsibility for their
  own actions.
• Management communication involves providing
  answers and solving problems.
• Leaders ask questions, listen and involve others.

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BUILDING RELATIONSHIPS

• Management focuses on objects such as machines
  and reports and on taking steps needed to produce
  goods and services.
• Leaders focus on motivating and inspiring
  followers.
• Management relationships are based on position
  and formal authority.
• Leaders base relationships on personal
  relationships.

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DEVELOPING PERSONAL LEADERSHIP QUALITIES

• Leaders have enthusiasm, integrity, courage and
  humility.
• Leaders have a genuine passion for work and
  concern for others. They love what they do and
  want to share their passion with others.
• Leaders help followers become part of a community
  and feel they are contributing to something
  worthwhile.
• Leaders have courage to admit mistakes and doubt,
  to take risks, to listen and to trust and learn
  from others.
• Leaders know who they are and what they stand
  for.

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DEVELOPING PERSONAL LEADERSHIP QUALITIES

• Management encourages emotional distance.
• Management means providing answers and solving
  problems.
• Managers find emotional connections
  uncomfortable.
• Leaders have courage to admit mistakes and doubt,
  to take risks, to listen and to trust and learn
  from others.
• Leaders are willing to be nonconformists, to
  disagree and to step out of their comfort zone.

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CREATING OUTCOMES

• Management maintains stability, predictability
  and order through a culture of efficiency.
• Management helps organizations consistently
  achieve short-term results and meet the
  expectations of stakeholders.
• Leaders create change, within a culture of
  integrity that helps organizations thrive
  long-term by promoting openness, honesty,
  positive relationships and long-term focus.
• Leaders question and challenge the status quo.

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LEADERSHIP THEORIES

• Great Man Theories,
• Trait Theories
• Behavior Theories,
• Contingency Theories,
• Influence Theories,
• Relational Theories,

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LEADERSHIP EVOLUTION
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REASONS FOR EXECUTIVE DERAILMENT

• Acting in an insensitive, abrasive, intimidating,
  bullying style,
• Being cold, aloof and arrogant,
• Betraying personal trust,
• Being overly ambitious, self-centered, thinking
  of next job playing politics,
• Having specific performance problems with the
  business,
• Overmanaging being unable to delegate or build a
  team,
• Being unable to select good subordinate.