Week 6 Leadership

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Week 6 Leadership
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goals

• Characteristics of effective leaders. Its up to
  you work on these.
• Leadership styles. Most leadership styles have
  strengths and weaknesses.
• Assess own leadership style.
• Case of Supervision. (leadership). Is a manager
  doing an effective job?
• Presentations.

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Leadership.

• Think of someone you admire as a leader.
• This could be a parent, supervisor, church
  leader, coach, TV, movie personality.
• Two things. Leadership according to this person
  is _________
• Also what characteristics do they have that makes
  that person an effective leader?

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What Attributes does Jack Welch have?
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Compare to Peter Druckers observations

• Leadership is Decision Making, implementation of
  decisions, working with people in collectively.
• Decision Makingwhat needs to be done and doing
  the right thing for the organization.
• Laser focus on what needs to be done.
• Delegation to others of other tasks. Focus on
  what you can do well.

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Implementation

• Action plans and taking responsibility.
• Set targets, time deadlines, know who is
  responsible. Review those decisions on a
  Periodic basis.
• To what extent can/should you trust others to do
  their own work? How often do you monitor others
  work.

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People

• CommunicationDrucker emphasizes giving
  information, but receiving is important too.
• Focus on opportunities not problems.
• Fire fighter vs change agent.
• Blamer vs corrective action.
• Do Perfectionists make good leaders?

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• Make meetings productive. Topic of
  presentations. Also Drucker suggests many
  different types of meetings.
• Think and say we. Listen first and speak last.

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How does Drucker match up with Common sense
approach?
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This is also compatible with Ohio State Studies
on Leadership.

• Task
• People.
• What happens if all task and no people?
• What happens if all people and no task.

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Which characteristics are probably most important
in Leadership

• Decision Making or People skills.
• Why

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How do you develop these skills?

• What is your action plan? Pick any quality.
• Can you hold yourself accountable?
• How?
• Self-Leadership

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Leadership Style

• A set of integrated behaviors that influences
  that way you motivate and direct your
  subordinates.
• Theory X, Theory Y, hard, soft,
  individualistic, collectivistic.

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Seven transformations

• Deals with different leadership styles. The
  implications are that some are better than
  others. But each really has its different
  strengths and weaknesses.
• Something we can discuss more later.
• Largely focuses on how people make decisions.

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Opportunist

• Self-oriented, manipulative, power hungry,
  putting others down to build oneself.
• What types of things would an opportunist do when
  supervising others?

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• Good in Emergencies when things need to get done.
  Lower level.
• Image that bad people get ahead.
• Keep in mind everyone may at times act in an
  opportunistic way.

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• Why are they so hard on this leadership style?
  Does not match your movie stereotypes.

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Diplomat

• The typical soft manager. Avoids conflict.
• Wants to be liked by others and belong.
• Obeys the group norms.
• Achieves a lot of group cooperation.
• Typical of first line managers.
• What types of things would a diplomat do with
  subordinates. Communication, motivation,
  conflict, managing personality conflicts, etc.

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• What level do you find these people most
  commonly. Why?

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How do they make decisions?
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The expert

• Relatively common 38.
• Logic drives their choices.
• Expect others to be logical at all times and
  share their logic.
• Experts tend to avoid collaboration. Not your
  people oriented person.

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What behaviors with expert

• How do they make decisions.

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• These people often get to top management, but not
  that effective. Why.

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The Achiever

• Represents a definition of leadership.
• Challenges and supports subordinates with a focus
  on deadlines. Think implementation.
• Open to feedback, manage conflicts, acknowledge
  differences in others.

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What behaviors associated with

• Achiever.
• How do they make decisions.

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• What level would they be best?

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Individualist

• James Kirk Star Trek.
• Major strength is innovation and thinking out of
  the box.
• Abstract thinkers.
• Tend to value differences in people. See
  conflict as an opportunity to change and
  innovate. Digress with conflict for a bit.
• Strong communication with colleagues

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Conflict
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Back to individualist.

• Often drive experts and achievers crazy who say
  you cant do that. Seen as wild cards. John
  DeLorean.

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What behaviors would be associated with
Individualist

• How do they make decisions

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• Level

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Strategists and Alchemists

• Both are rare and somewhat related. One is more
  Charismatic than the other.

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The strategist.

• Leadership as decision Maker. But Decision make
  with a high sensitivity to the needs of others.
• Decision making. Fully understands SWOT
  analysis. Knows the industry. Knows the
  opportunities.

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People attributes

• Conflict and resistance to change are
  organizational realities.
• Visionary communicator (transformational
  leadership style).
• Communication as an iterative process. Goes up
  and down. Need to be flexible to make
  adjustments about how to get to visions. But
  never loses sight of the vision.

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Alchemist

• Similar to strategist but Add Charisma to
  visionary. Very Unusual. Charismatic
  visionaries can be very positive or very negative.

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• Level

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So what?

• First, in your teams, where are you currently.
• Article mentions developmental. Much of what we
  try to do in the MBA is to get you to move to a
  different level.

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Contingency Leadership

• Levels are appropriate.
• Diplomat great at lower levels. Individualist is
  not good at lower levels.
• Achiever is a good mid levels and implementation.
• Thus, you will need to modify your leadership
  style to different situations.
• Problems with one leadership style fits all
  situations.
• Peter Principle.

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• Practice your leadership in your teams. Take
  turns with different projects.
• Strongly advise feedback sessions after each
  project to the team leader.
• Consider using the seven transformation in that
  feedback.
• I can not make you do these things. Practice,
  Practice, Practice. Its all up to you.

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Case The micromanager