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Understanding Leadership Styles

The document outlines the concept of leadership, distinguishing between managers and leaders, and identifying various leadership styles and traits. It discusses common challenges faced by new leaders, including pitfalls to avoid, and emphasizes the importance of creating momentum, mastering technologies, and managing oneself effectively. Additionally, it provides seven basic principles for successful leadership transitions.

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Feti Cool
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35 views24 pages

Understanding Leadership Styles

The document outlines the concept of leadership, distinguishing between managers and leaders, and identifying various leadership styles and traits. It discusses common challenges faced by new leaders, including pitfalls to avoid, and emphasizes the importance of creating momentum, mastering technologies, and managing oneself effectively. Additionally, it provides seven basic principles for successful leadership transitions.

Uploaded by

Feti Cool
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

Leadership

Why would People Follow You?


What Is Leadership?

Leading people
Influencing people
Commanding people
Guiding people
Types of Leaders
 Leader by the position
achieved
 Leader by personality,
charisma
 Leader by moral example
 Leader by power held
 Intellectual leader
 Leader because of ability to
accomplish things
Managers vs.
Leaders
Managers Leaders
 Focus on things  Focus on people
 Do things right  Do the right things
 Plan  Inspire
 Organize  Influence
 Direct  Motivate
 Control  Build
 Follows the rules  Shape entities
Common Activities

 Planning
 Organizing
 Directing
 Controlling
Planning
Manager Leader
 Planning  Devises strategy
 Budgeting  Sets direction
 Sets targets  Creates vision
 Establishes
detailed steps
 Allocates
resources
Organizing
Manager
 Creates
Leader
 Gets people on board
structure
 Job descriptions
for strategy
 Communication
 Staffing
 Networks
 Hierarchy
 Delegates
 Training
Directing Work

Manager Leader
 Solves problems  Empowers people
 Negotiates  Cheerleader
 Brings to
consensus
Controlling
Manager
Leader
 Implements
 Motivate
control systems
 Inspire
 Performance
 Gives sense of
measures
 Identifies
accomplishment
variances
 Fixes variances
Leadership Traits
 Intelligence  Personality
More intelligent Verbal facility
than non-leaders Honesty
Scholarship Initiative
Knowledge Aggressive
Being able to get Self-confident
things done Ambitious
 Physical Originality
Doesn’t see to be Sociability
correlated Adaptability
Leadership Styles
 Delegating  Selling
Low relationship/ High task/high
low task relationship
Responsibility Explain decisions
Willing employees Willing but unable
 Participating  Telling
High relationship/ High Task/Low
low task relationship
Facilitate decisions Provide instruction
Able but unwilling Closely supervise
New Leaders Take Note
 Challenges
 General Advice Need
Take advantage
knowledge
of the transition quickly
period Establish new
Get advice and
relationships
counsel Expectations
Show empathy to
Personal
predecessor
equilibrium
Learn leadership
New Leader Traps
 Not learning  Captured by
quickly
wrong people
 Isolation  Successor
 Know-it-all syndrome
 Keeping
existing team
 Taking on too
much
New Leader Traps:
Common Pitfalls to
Avoid
New leaders often face a variety of challenges as they step into their roles. Some common pitfalls, or
"traps," can hinder their success. Here are a few to watch out for:
1. The Hero Complex:
•Overpromising: Taking on too much too soon can lead to burnout and disappointment.
•Micromanaging: Trying to control every detail can stifle creativity and hinder team performance.
•Ignoring Feedback: Dismissing criticism or suggestions can limit growth and innovation.

2. The Lone Ranger:


•Isolation: Avoiding collaboration and seeking advice can lead to poor decision-making.
•Fear of Failure: Hesitating to take risks can stifle innovation and progress.
•Ignoring the Team: Neglecting to involve team members in decision-making can lower morale and
productivity.

3. The Quick Fix:


•Impulsive Decisions: Making hasty decisions without careful consideration can lead to negative
consequences.
•Short-Term Focus: Neglecting long-term goals in favor of immediate results can harm the
organization's future.
•Overreliance on Quick Wins: Prioritizing short-term successes over sustainable, long-term strategies.

4. The Status Quo Trap:


•Resistance to Change: Avoiding necessary changes can hinder the organization's ability to adapt to
new challenges and opportunities.
•Fear of the Unknown: Hesitating to embrace new ideas and technologies can limit growth.
•Complacency: Becoming too comfortable with the current situation can lead to stagnation.
By recognizing these common traps and taking proactive steps to avoid them, new leaders can increase
their chances of success and make a positive impact on their organizations.
Would you like to explore any of these traps in more detail, or discuss strategies for avoiding them?
Seven Basic Principles
 Have two to three years to make
measurable financial and cultural
progress
 Come 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 entity
 Remember there is no “one” way to
manage a transition
Core Tasks

 Create Momentum
 Master technologies
of learning,
visioning, and
coalition building
 Manage oneself
Create Momentum
 Learn and know  Foundation for
about company change
 Securing early Vision of how the
wins organization will
First set short look
Build political
term goals
When achieved base to support
change
make a big deal
Modify culture to
Should fit long
fit vision
term strategy
Create Momentum
 Build credibility
Demanding but can
be satisfied
Accessible but not
too familiar
Focused but
flexible
Active
Can make tough
calls but humane
Master Technologies

 Learn from internal and external sources


 Visioning - develop strategy
Push vs. pull tools
What values does the strategy embrace?
What behaviors are needed?
 Communicate the vision
Simple text - Best channels
Clear meaning - Do it yourself!
Enabling Technologies, con’t
 Coalition building
Don’t ignore politics
Technical change not
enough
Political management
isn’t same as being
political
Prevent blocking
coalitions
Build political capital
Manage Oneself
 Be self-aware  Types of help
 Define your Technical
leadership style Political
 Get advice and Personal

counsel  Advisor traits


Advice is from Competent
expert to leader  Trustworthy
Counsel is Enhance your
insight status
How Far Can You Go?

Are you ready to be a Leader?

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