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Leading people
Influencing people
Commanding people
Guiding people
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Types of LeadersLeader by the position achievedLeader by personality, charisma Leader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to
accomplish things
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Managers vs. LeadersManagersFocus on thingsDo things rightPlanOrganizeDirectControlFollows the rules
LeadersFocus on peopleDo the right thingsInspireInfluenceMotivateBuild Shape entities
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Common Activities
Planning OrganizingDirecting Controlling
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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
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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.
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Organizational culture involves the
shared values, beliefs, and rituals of a
particular organization.
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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).
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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
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New Leader TrapsNot learning quickly
IsolationKnow-it-allKeeping existing team
Taking on too much
Captured by wrong people
Successor syndrome
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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….
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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
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Core Tasks
Create Momentum
Master technologies of learning, visioning, and coalition building
Manage oneself
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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!
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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.
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