Leading people

Influencing people

Commanding people

Guiding people

Types of LeadersLeader by the position achievedLeader by personality, charisma Leader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to

accomplish things

Managers vs. LeadersManagersFocus on thingsDo things rightPlanOrganizeDirectControlFollows the rules

LeadersFocus on peopleDo the right thingsInspireInfluenceMotivateBuild Shape entities

Common Activities

Planning OrganizingDirecting Controlling

Creating a healthy organizational culture

Leaders and managers play a large role in influencing an organization’s corporate culture.

Organization’s culture can positively reinforce the practice of optimal praxis and behaviors within an organization.

Managers go beyond good management and become great leaders

Managerial Control

Managerial control is one of the primary functions of management

It involves setting performance standards, measuring performance, and taking corrective actions when necessary.

Organizational culture involves the

shared values, beliefs, and rituals of a

particular organization.

Leveraging diversityLeads and manages an inclusive workplace

that maximizes the talents of each person to achieve the vision and mission of the organization.

Treats all individuals with respect regardless of individual differences (e.g., race, gender, age, ethnicity, physical capabilities/disabilities, sexual orientation, religion).

New Leaders Take Note

General AdviceTake advantage of the transition period

Get advice and counsel

Show empathy to predecessor

Learn leadership

ChallengesNeed knowledge quickly

Establish new relationships

ExpectationsPersonal equilibrium

New Leader TrapsNot learning quickly

IsolationKnow-it-allKeeping existing team

Taking on too much

Captured by wrong people

Successor syndrome

Seven Basic PrinciplesHave two to three years to make measurable

financial and cultural progressCome in knowing current strategy, goals, and

challenges. Form hypothesis on operating priorities

Balance intense focus on priorities with flexibility on implementation….

Seven Basic Principles, con’t

Decide about new organization architecture

Build personal credibility and momentum

Earn right to transform entityRemember there is no “one” way to

manage a transition

Core Tasks

Create Momentum

Master technologies of learning, visioning, and coalition building

Manage oneself

Master TechnologiesLearn from internal and external sourcesVisioning - develop strategy

Push vs. pull tools What values does the strategy embrace?What behaviors are needed?

Communicate the visionSimple text - Best channelsClear meaning - Do it yourself!

References1. Bateman, T. & Snell, S.

(2007). Management: Leading and collaborating in acompetitive world (7th ed.) New York: McGraw-Hill.

2. Goltz, J. (Oct 2009). Corporate Culture.(STARTUP; Taking Ownership)(Column). FSB, 19,(8), 61. Retrieved August 31, 2009 from General OneFile via Gale.