LE\ADERSHIP

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

People manage things (computers, budgets, procedures), they lead 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 badly led. The route to management excellence to get people not only to do things willingly, but to do them whilst giving the very peak of their performance, time... after time... after time. This requires leadership skills.

Skills
Manager
Authority Control Power Hierarchy

Leader
Influencing Interfacing Consulting Sharing Delegating

LEADERESHIP STYLE
USE OF AUTHORITY BY MANAGER

AREA OF FREEDOM FOR SUBORDINATES

TELLS

SELLS

CONSULTS

SHARES

DELEGATES

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 each person's input. Creating a climate where members feel comfortable expressing their views. 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, and other techniques.

Management Experts believe that the Difference Between Managers and Leaders is fundamental Manager Leader 1.Administrates Leads 2.Maintains Develops and innovates 3.Relies on Systems Relies on People 4.Counts on controls Counts on Trust 5.Static with limited options Dynamic and adaptable 6.Looks at every crisis as a Looks for opportunities in challenge every crisis 7.Does the things right Does right things 8.Efficient Effective 9.Functionary Visionary A 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".

THE ESSENTIALS OF MANAGING

In a competitive and fast changing world, in order to manage well, one should have 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 to apply 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 of knowledge, 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.

THE FOUR BASIC LEADERSHIP STYLES ARE:

Style 1: DIRECTING THE LEADER PROVIDES SPECIFIC INSTRUCTIONS AND CLOSELY SUPERVISES TASK ACCOMPLISHMENT Style2: COACHING THE LEADER CONTINUES TO DIRECT AND CLOSELY SUPERVISE TASK ACCOMPLISHMENT, BUT ALSO EXPLAINS DECISIONS, SOLICITS SUGGESTIONS, AND SUPPORT PROGRESS Style 3: SUPPORTING THE LEADER FACILITATES AND SUPPORTS SUBORDINATES' EFFORTS TOWARD TASK ACCOMPLISHMENT AND SHARES RESPONSIBILITY FOR DECISION-MAKING WITH THEM Style 4: DELEGATING THE LEADER TURNS OVER RESPONSIBILITY FOR DECISIONMAKING AND PROBLEM-SOLVING TO SUBORDINATES

The Four Development Levels are

High Competence

High Competence

Some Competence

Low Competence

High Commitment

Variable Commitment

Low Commitment

High Commitment

D4
Developed

D3

D2

D1
Developing

DEVELOPMENT LEVEL
D1 Low Competence High Commitment D2 Some Competence Low Commitment D3 High Competence Variable Commitment D4 High Competence High Commitment

APPROPRIATE LEADERSHIP STYLE

S1 DIRECTING Structure, Control, and Supervise S2 COACHING Direct and Support S3 SUPPORTING Praise, Listen, and Facilitate S4 DELEGATING Turn over responsibility for day-to-day decision-making

LEADERSHIP STYLES APPROPRIATE FOR THE VARIOUS DEVELOPMENT LEVELS

SITUATIONAL LEADERSHIP II

CONTRACTING FOR LEADERSHIP STYLE GAME PLAN

1.START with
ONE MINUTE GOAL SETTING

( Need agreement with person performing the task)

1. Area of Responsibility Goal

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)? Then 2. DIAGNOSE
DEVELOPMENT LEVEL (Need agreement with person performing the task)

1. Performance Standard/ Measures

COMPETENCE

COMMITMENT

High Competence High Commitment D4

High Competence Variable Commitment D3

Some Competence Low Commitment D2

Low Competence High Commitment D1

Then 2. MATCH with the

APPPROPRIATE LEADERSHIP STYLE *Need agreement with person performing the task
D4 DELEGATING S4 D3 SUPPORTING S3
Then

D2 COACHING S2

D1 DIRECTING S1

Good Performance Progress Made Proceed to

4. DELIVER the appropriate leadership style

Poor Performance Temporary Set Back

Go back to MORE SUPPORT

MORE SUPPORT AND LESS DIRECTION Directing (S1) to Coaching (S2) Or Coaching (S2) to Supporting (S3) or

Delegating (S4) to Supporting (S3) or

More Direction
Supporting (S3) to Coaching (S2) or

EVENTUALLY LESS SUPPORT

EVENTUALLY LESS SUPPORT Supporting (S3) to Delegating (S4) Coaching (S2) to Directing (S1) if Necessary PROCEED WITH SUCCESS -SET NEW GOALS RETURN TO START - REVIEW, CLARIFY AND AGREE ON THE GOAL(S)

ACTION LEADERSHIP
Achieve task

Build Team

Develop Individuals

After John Adair

VISION, MISSON AND PROCESS

Challenging task maintain individual interest

Team

Tasks

Individual
Team works to common end to complete tasks

Needs of individual are catered for by team

Alignment = Commitment level

Good Leadership in Action

A 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 is isolation 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 be done consciously". A leader does not always know what the next step is. He or she needs the 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 distributing assignments fairly, so that people's home lives are considered. How can I motivate those few people who will not respond ?

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 between human 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 by his effort and will. US Managers - too focused on short term profits and not being more patient in creating markets -Akio Morita Getting the right balance between work & life is becoming the number one employment issue - Andrew Oswald, Professor of Economics, Warwick
University

"A leader is a man who has the ability to get other people to do what they don't want to do & like it." -Harry Truman In the process leaders have to give up control to get results - he should spend half his time in coaching executives.