3. Management Leadership
Provide Resources Provide Vision
Reduce Risks Pursue Opportunities
Coordinate Inspire
Provide Structure Lead improvisation
Do things right Do right things
John Kotter – “What Leaders Really Do”
http://hbr.org/2001/12/what-leaders-really-do/ar/1
SilvanaDTM@yahoo.com
14. Where do you want to explore?
SilvanaDTM@yahoo.com
15. If you get out of Toastmasters
all that there is to get out of
Toastmasters, you„ll never get
out of the Toastmasters
Helen Blanchard
Past International President
SilvanaDTM@yahoo.com
18. Leadership Q&A
How to recognize it?
See the traits listed
Can we learn it?
Yes, and practice makes… better
How to encourage others?
Help them feel comfortable to stretch
beyond their comfort zone, support them
SilvanaDTM@yahoo.com
Notes de l'éditeur
Manager vsLeader ?http://agnh.wordpress.com/2012/01/08/the-difference-between-a-manager-and-a-leader/http://agnh.wordpress.com/2012/01/08/the-difference-between-a-manager-and-a-leader/A manager accomplishes tasks, but a leader inspires.Both managers and leaders care that work gets done. A manager should be able to organize and pull together the necessary elements to finish a project on time. But just because a deadline is met doesn’t mean that the person in charge exhibited leadership.“Some managers are just abusive. They believe that the best way to motivate is through fear and intimidation,” says Roy Cohen, a career coach and author of “The Wall Street Professional’s Survival Guide.” “That never works. Employees may work harder, but they either exit far too soon and turnover becomes an embarrassment, or damage your reputation through ‘nonaggressive evangelism’ — showing others in the company and outside that you’re an undesirable manager to work for.”In contrast, Joseph Grenny, co-author of The New York Times best-seller “Influencer,” says that great leaders practice intentional influence. “Managers often struggle to achieve the results they desire because when their team fails to deliver, managers typically blame lack of motivation and ask their team to simply work harder. The most influential leaders — the 5 percent who succeed consistently at influencing profound and essential behavior change — spend as much as half of their time thinking about and actively influencing the behaviors they know will lead to top performance. They understand that to reverse entrenched habits and improve results they need to create a multifaceted plan to change behavior across their teams and organizations.”A manager executes against a plan, but a leader has vision.Managers are good at following through on directions. They may have exceptional ability to stick to budgets, organize resources and stay on track, all of which are important to the day-to-day operations of a company. But these strengths do not always translate into being a leader.“The manager is more into the details of getting things done than the leader,” says Pete Friedes, former CEO of the international human resource consulting firm Hewitt Associates and co-founder of managingpeoplebetter.com. “The leader is more into communicating where the organization is trying to go. She has a vision of what direction her group should go, what the group can accomplish and generally how it should accomplish tasks that lead toward her vision.”Leadership requires good management skills, but the reverse is not necessarily true.Finally, remember that it is one thing to have ideas but quite another to see them through. Leaders use their managerial skills to carry out visions to their full potential.“The best leaders are also good managers,” Friedes says. “But the best managers may or may not become good leaders. They may not have the vision to know where the organization should be heading.”Friedes notes that at most levels in an organization, one can be a good manager without being a leader by getting tasks done effectively and accomplishing goals set by higher managers and leaders. “But at the highest levels, solely being able to manage people well is not enough to be asked to lead the organization. The board or current CEO must believe you have the vision to take the organization to greater accomplishments.”
http://www.educational-business-articles.com/leadership-versus-management.htmlhttp://anamariagomeztrujillo.blogspot.ch/2011/04/leadership-and-management.htmlhttp://www.advanceconsultancy.co.uk/leadership-management.htm“Management is responsible for maintaining order; leadership is responsible for producing change or movement.”(Kotter, 1990).Management process reduces uncertainty and provides stability; on the other hand, leadership process creates uncertainty and creates change.The difference may be summarized as activities of vision and judgment –effectiveness versus activities of mastering routines –efficiency. (Bennis & Nanus, 1997).Although these differences, both processes complement each other and the result of that complementation is a healthy organization.Leadership is an important aspect that has to be analyzed more in detail:· Fundamental Act of Leadership: The leader’s fundamental act is to induce people to be aware or conscious of what they feel –to feel their true needs so strongly, to define their values so meaningfully, that they can be moved to purposeful action (James MacGregorBurns, Leadership, p. 44).Now I will present some theories of leadership:· Behavioral Theories: Composed by:1. Authoritarian: The classical approach, manager retains as much power and decision making authority as possible.2. Consultative: The consultative leader will talk to everyone involved in or affected by a task to get their views and ideas.3. Democratic: Keeps employees informed about things that affect their work and shares decision making and problem solving responsibilities.4. Laissez-Faire: manager provides little or no direction and gives employees as much freedom as possible.5. Ohio State Studies: It is composed by Initiating Structure (getting things done) and Consideration (relationships).6. Michigan Studies: It is composed by Production-Oriented Leader (getting work done) and Employee-Oriented Leader (relationship).· Contingency Theories: Involve the belief that leadership style must be appropriate for the particular situation.1. Path-goal theory (Robert House).2. Normative decision model , Vroom-Yetton-Jago.3. Situational leadership theory, The Hersey-Blanchard Model.Nowadays there are new researches about leadership, which are:· Transformational Leaders: Inspire followers to transcend their self-interests and achieve exceptional performance.· Charismatic Leaders: Use of personal abilities and talents in order to have profound and extraordinary effects on followers.· Authentic Leaders: A leader who is guided by explicit values that emphasize collective interest, enabling them to operate at high levels of moral integrity.There are also Emerging Issues in Leadership such as:· Emotional intelligence· EI and Buddhism· Gender and Leadership· Servant leadershipDiscuss transformational, charismatic, and authentic leadership. Would you expect these styles of leadership to exist in all cultures? Differ across cultures? Explain.Transformational leaders are those who inspire their followers to achieve exceptional performance, they motive people by creating an intellectual stimulus. On the other hand, charismatic leaders use their personal abilities to have effects on followers. Finally, authentic leaders operate high levels of moral integrity by emphasizing in collectivity. These styles of leadership are not expected to exist in all cultures, because the differences in the life styles of people, in the customs of every culture, in the necessities and wants of societies. Each type of these leadership styles vary across cultures depending on the government regime, the social and the demographic environment. Also it is important to have in mind that in a culture there can be different types of leadership that represents certain segments of the population.BIBLIOGRAPHY· Bennis, W. G. (1989). On becoming a leader. Reading, MA: Addison-Wesley.· Brilhart, J. K., and Galanes, G. J. (1989). Effective Group Decisions. · Dubuque, IA: William C Brown Publishers. p. 201-203.· Kotter, J. P. (1990). What leaders really do. Harvard Business Review, May-June, p. 103-11.· Nelson, D.L. & Quick, J.C. (2010) OrganizationalBehavior: Science, TheRealWorldand You. South-Western CollegePublication, 7th. Ed.· Northouse, P. G. (2001). Leadership: theory and practice. Thousand Oaks, CA: Sage.
Push the status quo, Push the envelopeTo be true to their own valuesTo their coreSet an example
We stand on shoulders of giants
Good EvaluationsHas suggestions for improvementReinforces the speakers’ strengthsSpecific & adjusted to the speakerMakes speaker feel “I can improve”Analyzes the speech: meaning & impact of elements of the deliveryThorough (80-20 rule)StructuredBalanced & truthfulSummary: ONE MAIN POINT
