Manager as Leader

7/31/2019 Manager as Leader

1/18

LE\ADERSHIP


2/18

Manager as LeaderAre you a Manager or a Leader ? Differences :

People manage things (computers, budgets, procedures), theylead people

People work for a manager, they do their best for a leader

Managers Control, Leaders empower

Managers react, Leaders act

Managers go to work, Leaders achieve their goals.

Ten well led people will easily out perform thirty who are badlyled. The route to management excellence to get people not only

to do things willingly, but to do them whilst giving the very peakof their performance, time... after time... after time. This requiresleadership skills.


3/18

Skills

Manager Leader

Authority Influencing

Control InterfacingPower Consulting

Hierarchy Sharing

Delegating


4/18

LEADERESHIP STYLE

TELLS SELLS CONSULTS SHARES DELEGATES

USE OF AUTHORITY

BY MANAGER

AREA OF

FREEDOM FOR

SUBORDINATES


5/18

HOW TO LEAD WITHOUT AUTHORITY

Asking questions that will generate ideas and stimulate discussion. Paraphrasing and using other listening skills to promote effective

communication.

Managing discussions so that unassertive members will contribute ideas,outspoken members don't take over, and to show that you value eachperson's input.

Creating a climate where members feel comfortable expressing theirviews.

Helping to reach decisions through consensus.

Involving all members in setting goals.

Ensuring that team members show respect to one another.

Celebrating accomplishments.

Motivating team members through recognition, job assignments, andother techniques.


6/18

Management Experts believe that the DifferenceBetween Managers and Leaders is fundamental -Manager Leader

1.Administrates Leads2.Maintains Develops and innovates3.Relies on Systems Relies on People4.Counts on controls Counts on Trust

5.Static with limited options Dynamic and adaptable6.Looks at every crisis as a Looks for opportunities inchallenge every crisis

7.Does the things right Does right things8.Efficient Effective

9.Functionary VisionaryA good leader is a good manager. However, the reverse is not always true.

Prof. John P. Kotter of Harward Business Schools says, "Developing

leader is harder than developing managers. Developing managers who

can lead is even harder".


7/18

THE ESSENTIALS OF MANAGING

In a competitive and fast changing world, in order to manage well, one shouldhave three skills -

a) Ability to do

b) Willingness to do

c) Ability and Willingness to work with others as a group or a team

Only when one sees the need to acquire these skills and has a deep desire toapply them, he actually attempts to acquire them. Therefore, one needs to have

a) the mission or goal

b) the know-how to reach the goal along with others by application ofknowledge, skills and strategies.

The basic requisite for a good manager therefore is to have the

right attitude - to people, work, time and environmental changes.

Attitude determines our behavior and actions.


8/18

THE FOUR BASIC LEADERSHIP

STYLES ARE:Style 1: DIRECTING

THE LEADER PROVIDES SPECIFIC INSTRUCTIONS ANDCLOSELY SUPERVISES TASK ACCOMPLISHMENT

Style2: COACHING

THE LEADER CONTINUES TO DIRECT AND CLOSELY

SUPERVISE TASK ACCOMPLISHMENT, BUT ALSO EXPLAINSDECISIONS, SOLICITS SUGGESTIONS, AND SUPPORTPROGRESS

Style 3: SUPPORTING

THE LEADER FACILITATES AND SUPPORTS SUBORDINATES'EFFORTS TOWARD TASK ACCOMPLISHMENT AND SHARESRESPONSIBILITY FOR DECISION-MAKING WITH THEM

Style 4: DELEGATING

THE LEADER TURNS OVER RESPONSIBILITY FOR DECISION-MAKING AND PROBLEM-SOLVING TO SUBORDINATES


9/18

The Four Development Levels are

High

Competence

High

Commitment

High

Competence

VariableCommitment

SomeCompetence

LowCommitment

Low

Competence

High

Commitment

D4 D3 D2 D1

Developed Developing


10/18

DEVELOPMENT

LEVEL

APPROPRIATE LEADERSHIPSTYLE

D1Low Competence

High Commitment

S1DIRECTING

Structure, Control,and SuperviseD2

Some Competence

Low Commitment

S2COACHING

Direct and Support

D3High Competence

Variable Commitment

S3SUPPORTINGPraise, Listen,and Facilitate

D4High Competence

High Commitment

S4DELEGATING

Turn over responsibility forday-to-day decision-making

LEADERSHIP STYLES APPROPRIATE FOR THE VARIOUS DEVELOPMENT LEVELS


11/18

SITUATIONAL LEADERSHIP II


12/18

CONTRACTING FOR LEADERSHIP STYLE GAME PLAN1.STARTwith

ASK

1. What area of responsibility or goal do I want to influence?

2. How will I know the job is being done (measure)?

3. What constitute good performance on this goal (standard)?

ONE MINUTE GOAL SETTING

( Need agreement with person

performing the task)1. Area of

Responsibility Goal

1. Performance

Standard/ Measures

Then 2. DIAGNOSE

High Competence

High Commitment

D4

High Competence

Variable Commitment

D3

Some Competence

Low Commitment

D2

Low Competence

High Commitment

D1

COMMITMENTCOMPETENCE

DEVELOPMENT LEVEL

(Need agreement with person

performing the task)

Then 2 MATCH


13/18

Then 2. MATCHwith the

APPPROPRIATE LEADERSHIP STYLE

*Need agreement with person performing the task

D4DELEGATING

S4

D3

SUPPORTING

S3

D2

COACHING

S2

D1

DIRECTING

S1

Then 4. DELIVER

the appropriate leadership styleGood Performance Poor Performance

Progress Made

Proceed to Go back toMORE SUPPORT AND LESS DIRECTION

Directing (S1) to Coaching (S2)Or

Coaching (S2) to Supporting (S3) or

Delegating (S4) to Supporting (S3) or

EVENTUALLY LESS SUPPORT

Temporary Set Back

MORE SUPPORT

More Direction

Supporting (S3) to Coaching (S2) or

EVENTUALLY LESS SUPPORT

Coaching (S2) to Directing (S1) if Necessary

RETURN TO START - REVIEW, CLARIFY

AND AGREE ON THE GOAL(S)

Supporting (S3) to Delegating (S4)

PROCEED WITH SUCCESS -SET NEW GOALS

ACTION LEADERSHIP


14/18

ACTION LEADERSHIP

Achieve task

Build TeamDevelop

Individuals

After John Adair


15/18

VISION, MISSON AND PROCESS

Needs of individual arecatered for by team

Challenging task maintainindividual interest

Team works to commonend to complete tasks

Alignment = Commitment level

Individual

Team Tasks


16/18

Good Leadership in Action


17/18

Good Leadership in ActionA will to win against all odds.

"We few, we happy few, we band of brothers".

"Do you need to become a different person when you are the boss ?""How do I strengthen my courage to step into leadership ?"

"How do I balance my needs with the needs of others". "There isisolation about being the leader".

"What am I in the service of? - Becoming a leader involves a shift in

identity, core values, behaviour and relationships, which must bedone consciously".

A leader does not always know what the next step is. He or she needsthe ability to hold a dilemma & wait for the answer.

How do people need to see me behave ?

Getting the balance between obtaining enough work and distributingassignments fairly, so that people's home lives are considered.

How can I motivate those few people who will not respond ?


18/18

Whole is greater than sum of parts.

True Development is the development of Men.

Good Manager are good listeners.

Leadership is concerned more with people. It takes care of relations betweenhuman beings.

The leader is not a boss. He is the first among equals.

The leader is best when people barely know that he exists.

An effective leader play Pygmalion like roles & transforms other people byhis effort and will.

US Managers - too focused on short term profits and not being more patientin creating markets -Akio Morita

Getting the right balance between work & life is becoming the numberone employment issue - Andrew Oswald, Professor of Economics, WarwickUniversity

"A leader is a man who has the ability to get other people to do what theydon't want to do & like it." -Harry Truman

In the process leaders have to give up control to get results - he should spendhalf his time in coaching executives.

Manager as Leader

Documents

Transcript of Manager as Leader