A CIE Course Lecture by Dr Richard L Routh Different from Management although it includes aspects of good management A requirement for an organization to flourish and grow to its full potential ID: 219917
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Slide1
Leadership
A CIE Course Lecture by Dr. Richard L. RouthSlide2
Different from Management (although it includes aspects of good management)
A requirement for an organization to flourish and grow to its full potentialLeaders are made, not born
You learn leadership like you learn to ride a bike: not from reading about it, or listening to a lecture on it, but by doing it
But, a little orientation and definition up front can be quite
helpful.
What is LeadershipSlide3
Different people will be most successful with different leadership styles
The outgoing, loud-spoken “follow me boys” kind of leaderThe soft-spoken, one-on-one mentoring with wise counsel and encouragement kind of leader
The kind that seeks group consensus for nearly every decision s/he makes
Etc
I once counseled a person who mistakenly thought he could not be a leader because he could not feel comfortable as an outspoken enthusiast directing groups of
people.
Leadership StylesSlide4
Is there a common/universal function or skill-set of all good leaders?Yes
Regardless of your personality and the style of leadership that best suits you, there are some fundamental leadership functions/skills that every good (successful) leader will need to exhibit .
What do successful leaders have in common?Slide5
Set and maintain the
VisionMaintain a healthy, nurturing, stable
environment (emotionally stable so folks don’t become distracted or lose vision)
Motivate subordinates
(ensuring folks have the enthusiasm and energy to do their jobs)
Be a
good manager
Provide resources
Remove obstacles
Mentor subordinates by teaching them to be good leaders.
Proposition:
A leader has five jobs Slide6
Without these five functions being done, the organization degenerates into a collection of individuals all going in different directions losing focus and losing the desire to succeed.
The level of backstabbing and other non-constructive office politics increases as
everyone begins to pursue his or her own agendas (since there is not one established vision to keep everyone focused),
the general morale decreases (resulting in significant drops in productivity, increases in absenteeism, higher employee turnover, creation of non-constructive activities to occupy the undirected creative-but-bored),
obstacles to success seem to crop up out of nowhere, and
resources seem to become increasingly scarce.Slide7
Bad examples:
Vision statements that are several pages longAny vision not well communicated throughout the entire organization
Department visions that do not align with strategic corporate goalsGood examples:
“Your pizza in 30 minutes or its free”
“I have a dream”
“I commit this nation to landing a man on the moon by the end of the decade.”
What are some examples of good (or bad) Vision setting (and Vision casting)?Slide8
Bad examples:
GossipMold
Poor lightingGood examples:Clean, fresh, new, lots of green plants
Trusting, cooperative, polite,
congenial.
What are some examples of good (or bad) maintenance of a healthy, nurturing, stable environment?Slide9
Dr. Steve Caldwell will talk about this later in this course
One size does not fit allSalary raiseRecognition in front of group
Pat on the back from the bossPromotion*** Motivation lectures/speakers DO NOT WORK!
What are some examples of effective (and destructive) motivation of subordinates?Slide10
Money
Enough time to accomplish assigned tasks (requires prioritizing by manager)Training
Adequate authority to carry out required responsibilitiesPeople to help you reach assigned goalsEncouragement (cheering you on to success)
Healthy, comfortable environment conducive to creativity and productivity
What are other resources?
Examples of Providing ResourcesSlide11
Insufficient funds, time, authority, and/or people to accomplish assigned goals
Too many rules or too cumbersome a bureaucracy so that creativity, innovation, and productivity are stifled
Incompetent people in the workforce that create a drag on everyone elseLack of rewards and recognition
Unconstructive goals/tasks/activities that serve to use resources for non-productive purposes, or for purposes that are not aligned with the vision.
Unhealthy or unpleasant work environment
Conflicting missions (creates confusion and destroys focus)
What are other obstacles?
Examples of Removing ObstaclesSlide12
Some bad managers (and bad leaders), without consciously intending to do so, end up removing resources and providing obstacles. This negative leadership happens in lots of ways:
Creation of rules that unnecessarily restrict creativity and innovation
Creation of rules that unnecessarily restrict communication (hampers efficiency and productivity)Misdiagnosing a situation and thereby punishing the innocent and letting the guilty go free (or worse, be rewarded)
Inability or fear of fighting for necessary resources (money, tools, facilities, promotions and rewards, new technology, etc)
Creation or expansion of burdensome bureaucracy (stifles innovation and impedes efficiency)
Implementation of cumbersome new technology (reduces productivity)
Misapplied management techniques that worked for someone else, but not appropriate in this case (extreme example: Dilbert’s boss)
Blame shifting to subordinates
Fails to prioritize and thereby creates a no-win situation for subordinates
Fails to punish evil or fails to reward good
What are some other examples of providing obstacles and removing resources?
Results of Bad LeadershipSlide13
Set and maintain the
VisionMaintain a healthy, nurturing, stable
environment (emotionally stable so folks don’t become distracted or lose vision)
Motivate subordinates
(ensuring folks have the enthusiasm and energy to do their jobs)
Be a
good manager
Provide resources
Remove obstacles
Mentoring subordinates by teaching them how to mentor
subordinates.
Summary:
A leader has five jobs Slide14
Without these five functions being done, the organization degenerates into a collection of individuals all going in different directions losing focus and losing the desire to succeed.
The level of backstabbing and other non-constructive office politics increases as
everyone begins to pursue his or her own agendas (since there is not one established vision to keep everyone focused),
the general morale decreases (resulting in significant drops in productivity, increases in absenteeism, higher employee turnover, creation of non-constructive activities to occupy the undirected creative-but-bored),
obstacles to success seem to crop up out of nowhere, and
resources seem to become increasingly scarce.