Final Take exam.

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SECTIONS #3 & 4: THE KEYS TO LEADERSHIP

“The true test of leadership is to keeping people moving in the right direction when things are going badly all around you.”

President Dwight Eisenhower

Session Learning Objectives

To THINK about leadership!

To identify the things great leaders do!

To discuss the role of leadership and the key leadership schools of thought and their influence on organizational success.

To understand the barriers to being an effective leader.

Set the table for a discussion and action plan around the practice of results-based leadership.

Getting Results©

Key Quotes on Success and Failure

“Everyone is willing to push a falling fence.”

Chinese Proverb

“Victory has 1,000 fathers, but defeat is always an orphan.”

Count Galeazzo Ciano

“I cannot give you a formula for success, but I can give you a formula for failure… Try to please everyone.”

“The difference between winning and losing is a player’s willingness to get up faster than their opponent when they’ve been knocked down.”

Herbert Swope, Journalist

Coach Bear Bryant

“The greatest lessons I’ve learned have not come from my success, rather from my bankruptcies, with which I have great experience.”

Henry Ford

“Success is a moving target that requires the ability to learn, refocus, and keep a clear mind to hit.”

Dwight D. Eisenhower

“I hate to loss but I know that it is part of life, a part I can hate but can also learn from if I want to avoid the experience again!”

Jack Welch

“The problem is that many of us are afraid to lose, so we don’t take the

steps necessary to win!”

Coach Bill Walsh

Getting Results©

Have the students read these quotes and select one that they find to be particularly interesting. And asked her for people to share their favorite quote with the class. Then ask if they have a favorite quote about success and/or failure.

THE QUICK INTRAVIEW

“The problem with most of us is that we are so busy running through life that we fail to stop and take stock of ourselves until there is a crisis…We all need to examine ourselves regularly to know our strengths and weakness or we run the risk of being held captive by both.”

Dr. Billy Graham

1. In the space provided below, identify five (5) qualities you possess that you consider to be strengths and “career enhancers.”

a. __________________________________________________

b. __________________________________________________

c. __________________________________________________

d. __________________________________________________

e. __________________________________________________

2. Now, identify five (5) characteristics/qualities that you feel prevent you from achieving higher levels of performance.

a. __________________________________________________

b. __________________________________________________

c. __________________________________________________

d. __________________________________________________

e. __________________________________________________

*This information is important for reflection and improvement!

Getting Results©

A starting point for this session will be to get students to think about themselves. Research shows that effective leaders know their own strengths and their weaknesses. In this exercise asked people to identify their career talents and specific characteristics or qualities that might hold them back. Then asked people to form up in small groups of five and while they stand up to share their lives with each other. If there is something in their lives that they do not want to share they do not have to share. Bring the group back together after 5 min. of discussions they know what we learn here we’ve got people in the room are very talented but what are some common things that might hold us back and put those up on the board for everybody to look at and relate to. Conclusion nobody’s perfect and we all have room for improvement as leaders

A PICTURE OF SUCCESS DEFINED BY YOU

Instructions: In the space provided below, write out your definition of what the word SUCCESS means to you and draw a picture to capture this definition. Go!

Success Defined: ______________________________________________ __________________________________________________________________________________________________________________________

Getting Results©

Now, most leaders want to be successful. Ask people to define what the word success means to them. And then to take a sheet of paper and draw what it looks like. Again draw on the fact that from a research perspective people are more likely to remember pictures than they are to remember words if you give everyone a blank sheet of paper you can then collect them and asked people to hang them on the wall of the classroom for people to look at. This is just to get people engaged and having some fun but that have a picture of what success looks like to them.

HOW ARE THESE DEFINITIONS SIMILAR? HOW ARE THEY DIFFERENT?

MANAGEMENT DEFINED

Instructions: Please define what the word management means to you.

____________________________________________________

LEADERSHIP DEFINED

Instructions: Now, please define what the word leadership means to you.

____________________________________________________

MANAGEMENT = LEADERSHIP?

Getting Results©

Ask each person to define management and then leadership in their own words. Then you give them your definition. Most people will say that management is planning, organizing, leading, and controlling. Definitions of leadership include creating vision, communicating, building a team, motivating the team, and keep people moving forward. Managers are typically defined as people who plan, provide resources, and control activity. Asked the class if they can be successful if they are just managers or just leaders: the answer is no modern managers have to be both managers and leaders. Modern leaders have to also manage!

Characteristics of Being a Manager & a Leader

Getting Results©

Being a Leader: Coping with Change

Determining what needs to be done - setting a direction

Creating arrangements of people to accomplish an agenda - aligning people

Ensuring people do their jobs - motivating and inspiring

Getting Results©

Tactics for Influencing Others

Getting Results©

Multimedia Lecture Support Package to Accompany Basic Marketing

Lecture Script 6-8

Rational persuasion

Inspirational appeals

Consultation

Ingratiating tactics

Personal appeals

Exchange tactics

Coalition tactics

Pressure tactics

Legitimating tactics

“Success is a very hard thing to define because it means so many different things to different people and everyone seems to be an expert on the subject these days…I guess a person is successful when others ask you to define what success means and people actually listen and take what you say seriously.”

Warren Buffet

INSTRUCTION: In the space provided below, please list five (5) ways that you, as a manager/leader, will know that you are successful in your current role.

________________________________________________________________

MANAGERIAL SUCCESS

Success Defined: The attainment, achievement or accomplishment of a desired or intended goal, outcome or end state.

Getting Results©

Now, on this page as people to fill in how they will know if they are successful in performing their current role. What are the ways in which people know or feel that they are successful? This is to foster a discussion around how we define success and how others measure it. People respond by saying that they know their successful if they get positive feedback, if they are sitting their numbers, if they get promoted, and a wide range of things. It is important to have a metric that they can use to define and measure success for themselves which most people do not have.

WHY ORGANIZATIONS AND MANAGERS FAIL TO GET DESIRED RESULTS

Getting Results©

AIMING TO FAIL!

“The problem is that doing many of the wrong things comes so naturally and doing the right things is so very difficult.”

A Manager’s Lament

Instruction: Assume for a moment that you are designing an organization that is doomed to failure. What would be the characteristics of your doomed enterprise? You have one minute to list as many of these factors as possible which will be shared with the group.

___________________________________________________________

Getting Results©

Now, in this exercise asked people to generate what they consider to be the 10 biggest factors that will drive organizational failure. Now break the group up in teams of five and asked him to repeat the process and come up with a consensual list of top 10 causes for organizational failure. Use this as a discussion and lead in to the rest of discussion about management and leadership. Organizations fail when leaders allow the things that they will describe in this exercise to come to fruition. Give the groups 7 min. min. to complete this task collectively

WHY MANAGERS FAIL? A Three Minute Essay

Instructions: In the next three (3) minutes please describe the qualities of a manager/leader who is destined to fail. Go!

Getting Results©

In this exercise simply asked people to identify what they consider to be the qualities of a manager who is going to fail. Ask the question are these things that might cause you to fail? this exercise this to stimulate them to engage in the nextactivity on page 10

WHY MANAGERS FAIL?

Instructions: In the space provided below, list what you would consider to be the five (5) primary reasons why managers fail to get desired results. Please be as specific as possible as your factors will be shared with the group.

1. _______________________________________

2. _______________________________________

3. _______________________________________

4._______________________________________

5. _______________________________________

Getting Results©

Asked them, what are the primary factors that will cause a manager to fail to get desired results? You can either have them break out in small groups again or simply go around the room and have everybody share something. Then you can say what we have done an extensive research study on the subject and we can share with you now why managers fail and allow the students to do the presentation on the article that we wrote in business horizons.

Presentation

Reading #4: Causes and Consequences of Managerial Failure in Rapidly Changing Organizations

Getting Results©

UNDERSTANDING WHY MANAGERS FAIL:

A Four Minute Essay on Failure

Instructions: In the next four (4) minutes, please describe a time in your life when you experienced a professional failure. What did you learn from this experience? Please be specific and you will only have to share what you wish. Go!

Getting Results©

Now, ask students to personalize a time in their life when they experienced a professional or academic failure. What did they learn from the experience? Use this as a basis for the fact that nobody wants to fail but when we do fail there are lessons to be learned.

Presentation

Reading #5: Why executives derail: Perspectives across time and cultures

Getting Results©

Presentation

Reading #6: Key criteria in twenty-first century management promotional decisions.

Getting Results©

1) Practice effective communications?    

2) Nurture effective working relationships?    

3) Have the requisite skills necessary to perform

their jobs successfully?    

4) Provide clear direction/performance

expectations for subordinates?    

5) Practice effective delegation and empowerment?    

6) Rapidly adapt to change and break outdated

work habits?    

7) Foster teamwork and cooperation?    

8) Demonstrate personal integrity and foster trust?    

9) Effectively lead and motivate my people?    

10) Engage in effective planning practices?    

11) Monitor performance and provide

ongoing feedback?    

12) Remove organizational roadblocks that

stand in the way of improved performance?    

13) Demonstrate an appropriate attitude and keep

my ego in check?    

14) Select, promote, and develop talented people?    

15) Receive and utilize the resources needed

to get results?    

16) Take appropriate risks and experiment to

improve performance?    

17) Receive the appropriate support I need from

my superior?    

18) Hold people accountable for performance and

follow-up on key activities?    

19) Use effective operating systems, processes,

And procedures that optimize performance?    

20) Organize so as to operate in a most efficient

fashion?    

AN ORGANIZATIONAL ASSESSMENT OF THE FACTORS

THAT CAUSE MANAGERIAL FAILURE

INSTRUCTIONS: Answer each of the following questions in an honest and candid fashion to assess the degree to which you practice the keys to enhancing organizational results. Any response in either the Rarely or To a Limited Extent categories represent opportunities for improvement that should be addressed.

TO WHAT EXTENT DO I….

Rarely To a Limited To a Great Always

Extent Extent

Getting Results©

This page is a good exercise to ask them and go through and assess the extent to which they may be caught up in some of the factors that are potential drivers of failure. You can ask them to complete this in class or to do it as a take-home.

Action: Given our discussion, what specific things do you believe organizations can and must do to increase the likelihood of effective/successful managerial performance? Please be specific.

______________________

The Performance Equation: Performance = f (Ability x Motivation x Support)

A CALL TO ACTION

Getting Results©

This is a follow-up exercise to the discussion on failure about what organizations can and should do to prevent failure. It can be done individually and part of a broader discussion in class or again in small groups. I think if you get people together in groups more than twice per class it becomes a pain but mix up the groups when you do have people getting together to discuss things. In any case this list is going to be a collection of things like train your managers, select the best, reward good behavior, coach and mentor your managers, all of the things that will tease out of the performance equation at the bottom of the page

KEY QUOTES ON LEADERSHIP

“Reason and judgment are the qualities of a leader. Without them, the leader faces a brutal and short-lived tenure.”

Tacitus, 103 A.D.

“If the blind lead the blind, both shall fall into the ditch.”

Matthew 15:14

“The question, ‘Who ought to be the leader?’ is like asking ‘Who ought to be the tenor in the quartet?’ Obviously, the person who can sing tenor.”

Henry Ford

“Leadership is always based on the ability to influence others and using power to change behavior…Without power…leadership becomes difficult, if not impossible.”

Harry Truman

“If you are the leader, know that people are counting on you to do the right thing and to ALWAYS guard your most important leadership resource; your trustworthiness.”

COL

Getting Results©

Ask people to pick out a quote that works for them or maybe even to make up their own.

Review: LEADERSHIP DEFINED*

Someone who influences others toward the achievement of goals and desired outcomes;

An individual who causes others to do things they might not otherwise do;

A person who demonstrates prowess, talent and skill in a given endeavor; and/or

Someone who makes things happen and get results with and through people!

Key Point: Achieving performance improvement and outstanding results requires strong and effective leadership!

Getting Results©

This is a review of leadership now as we begin our serious discussion of the topic

WHY WOULD I WANT TO FOLLOW YOU?

Instructions: In the space provided below, list five (5) reasons why “I would want to follow you” as a leader in your workplace. Please be very specific!

1.____________________________________________

2. ____________________________________________

3.____________________________________________

4.____________________________________________

5.____________________________________________

Getting Results©

On this page asked people to identify the specific reasons why other people would want to follow them. Give them 60 seconds to complete this part of the exercise. When this is complete ask them towrite out the number one reason why people are willing to follow themon a blank sheet of paper with the back of the previous page and right on the page landscape as big as they can write so that people can read it around the room. Then asked people to stand up place a sheet of paper in front of them and walked the room. Tell everyone that they must all read each other’s sheets before sitting down after 3 min. You directed discussion was time to rise was time to sit down.

WHY WOULD I WANT TO

FOLLOW YOU DEBRIEF?

Instructions: In the space provided below, write out the themes that you observe as you walked around the room. So, why do people want to follow other people during a change or improvement effort?

Getting Results©

Now asked people to make observations about what people wrote on the sheets of paper. Key findings will be that all saw people say things like because I have a vision, or I will help you succeed, or I know where we are going, or I have experience,… People tend to focus on the human side of leadership rather than things like because I’m your boss, or you work for me, or because I said so, because I have an MBA and you don’t,… There is good learning to be had about why we believe people will follow each other

A Leader’s

Competency

High

Low

Weak

Strong

Employee Response: Uncertainty Fear Lingering Doubt	Employee Response Support Followership Loyalty
Employee Response: Frustration Anger Disdain	Employee Response: Patience Concern Loss of Confidence

ARE YOU A

TRUSTWORTHY LEADER?

AN EMPLOYEE

RESPONSE TO

A LEADER’S TRUSTWORTHINESS

A Leader’s Moral Character

Key Definitions:

Competency: Possessing the requisite skills and talents necessary to successfully lead people and get desired results.

Question: What are the problems associated with working for an incompetent leader?

Character: Possessing the moral and ethic underpinnings necessary to do the right thing and lead in a principled fashion.

Question: What are the problems associated with working for a leader with questionable character?

Getting Results©

We have found that trustworthiness is a key component of leadership. Trustworthiness is the interaction of competency and character. In this matrix we have a combination of high and low competency and high and low moral character asked the people to read the definitions of competency and character and answer each of the questions associated with the problems attached to working for a leader with questionable character or who was incompetent. The matrix contains People’s response to the issues in question. If a person has character and competency employees will demonstrate support loyalty and followership.

Instructions: In the space provided below, write out your response to the following question: How does a person become a better and more effective leader?

BECOMING A BETTER AND MORE EFFECTIVE LEADER ESSAY!

Getting Results©

Now once we’ve talked about this the question becomes what does a leader have to do to become more effective? In this exercise we are simply going to ask people to identify what they consider to be the most important factors for becoming more effective as a leader. A wide variety of responses will take place but I would ask people in the class to share one thing may be with 10 or 12 people engaging. They will share things like additional training, having a coach, reading books, engaging in small group discussions, joining trade associations, and the like.

SEVERAL SCHOOLS OF

LEADERSHIP THEORY

The Trait School – Early efforts to understand leadership success focused on the leader’s personal traits. Traits are the distinguishing personal characteristics of a leader such as intelligence, honesty, self-confidence, and appearance, among others. This theory was based on the idea that some people are born with the traits that make them natural leaders (aka. The Great Man Theory of Leadership).

2. The Behavioral School – The behavioral approach to leadership is based on the supposition that individuals who adopts the appropriate behaviors of a leader can be effective in such a role. By observing and studying leadership behaviors an individual can learn to be an effective leader based on this theory. The research and theories in this school typically focus on task-oriented and people-oriented behaviors.

3. The Contingency/Situational School – The basic tenet of this focus is that leader behavior that is effective in some situations maybe ineffective in other situations. Thus, contingency or situational leadership takes the position that the leader’s behavior can and must be driven by the circumstances of each individual leadership role. Factors that influence each situation can include the leaders position power, the employees maturity, leader member relations and task structure, among others.

4. The Psychological/Emotional Intelligence School – Researchers have long agreed upon the importance of cognitive intelligence (IQ) as being critical to a leader’s success. Increasingly leaders in research have come to the conclusion that emotional intelligence (EQ) is equally important to a leader’s success. Emotional intelligence refers to an individual’s ability to perceive, identify, understand, and successfully manage emotions in themselves and in their relationship with others.

The Results-Based School – This school works in reverse identifying first the desired goals and outcomes that leaders are seeking, and then identify the specific behaviors and practices that will enable them to move their groups forward to that end. It combines the behavior and contingency schools.

THINK: What contributions do each of these school make to our

understanding of how to best lead others?

Getting Results©

Larry, I’m sure that you have your own material on leadership but the next section of the handout is a synopsis if you would of the key points that I cover. Having said that, the book has its own section on leadership so I would follow the book carefully in this regard.

THE TRAIT LEADERSHIP SCHOOL

Leadership Traits: The qualities and attributes a person possesses that determine their propensity/ability to effectively influence the behavior/actions of others.

Think: How do you measure up on each of these key leadership traits that have been found to be essential to leadership?

1. Ambition and energy

2. The desire to lead others

3. Honesty and integrity

4. Optimism and self-confidence

5. Intelligence

6. Job-relevant knowledge

*Possessing these traits does not make a person a leader but rather

increases the likelihood of developing critical leader behavior.

KEY LEADERSHIP TRAITS*

Getting Results©

THE BEHAVIORAL SCHOOL

Behavioral Leadership Theories: Focus on understanding the proper blend of task and people oriented behaviors on the part of the leader that bring out the best in followers.

TASK-ORIENTED BEHAVIORS

1. Plan and define work to be done.

2. Assign task(s) responsibilities.

3. Set clear work standards.

4. Supervise progress on the task(s).

5. Urging completion of task(s).

6. Strong accountability for results.

PEOPLE-ORIENTED BEHAVIORS

1. Warm and social rapport with subordinates.

2. Respect for the feelings of others.

3. Sensitivity to other’s needs.

4. Developing mutual trust.

5. Concern for subordinate beyond their performance.

6. Strong emphasis on involvement/communications.

Getting Results©

THE CONTINGENCY/SITUATIONAL SCHOOL

THE PATH-GOAL THEORY OF LEADERSHIP*

The Contingency/Situational School: Focuses on leader behavior that is determined by the situation and contingency factors the leader faces including the leader’s power, the workers’ maturity and the work groups’ history among others!

DIRECTIVE BEHAVIORS

1) Clarifying work expectations/responsibilities

2) Focusing on effective delegation

3) Clarifying the manager’s role to the group.

4) Scheduling work to be done.

5) Maintaining clear standards of performance.

B. SUPPORTIVE BEHAVIORS

1) Demonstrating concern for employee needs.

2) Trying to make work more pleasant.

3) Treating employees as equals/peers.

4) Being friendly and approachable.

5) Listening

C. ACHIEVEMENT–ORIENTED BEHAVIORS

1) Setting challenging goals.

2) Expecting excellence/high performance.

3) Continuously seeking improvement.

4) Showing confidence in employees to excel.

5) Removing performance barriers.

D. PARTICIPATIVE BEHAVIORS

1) Consulting with subordinates

2) Soliciting employee input/suggestions.

3) Taking employee input seriously.

4) Willingness to implement employee recommendations.

5) Sharing critical information.

Key: Before determining an appropriate leadership style as a leader you must understand:

What power you possess in the situation?

Do your people need you to get their work done?

What is the history of the leader-follower relationship?

Getting Results©

THE EMOTIONAL INTELLIGENCE SCHOOL

Question: What is emotional intelligence and why is it important?

FOUR KEY COMPONENTS

1. Self-Awareness – The ability to recognize and understand our own emotions and how they affect our lives and our working relationships.

2. Self-Management – The ability to control unproductive, uncontrolled, disruptive, or harmful emotions and interactions.

3. Social-Awareness - A person’s ability to put themselves in another person’s position, sense their emotions, understand their perspective, sense their concerns and needs, and developing and practicing empathy for others.

4. Relationship Management - The ability that a person possesses to connect with others and create positive social relationships and interactions. Leaders with this talent treat other people with compassion, sensitivity, courtesy, and kindness.

SELF-AWARENESS Emotional self-awareness Accurate self-assessment Self-confidence	SOCIAL AWARENESS Empathy Organizational awareness Service orientation
SELF-MANAGEMENT Emotional self-control Trustworthiness Conscientiousness Adaptability Optimism Achievement-orientation Initiative	RELATIONSHIP MANAGEMENT Development of others Inspirational leadership Influence Communication Change catalyst Conflict management Bond building Teamwork/collaboration

Question: How does a person become more emotionally intelligent?

Getting Results©

THE Results-Based Leadership SCHOOL

Results Based Theories of Leadership: Suggest that leaders must start with the desired result or outcome that they are seeking and apply whatever leadership practices are necessary to achieve that desired result.

Which of the following practices will help me achieved the results we need for success …

1. Practice effective communications to understand others and to be understood? __________

2. Lead by example and demonstrate competency and character in the workplace? __________

3. Have a clear vision and mission for where I am leading my people? __________

4. Hold people accountable and motivate them to increase their performance? __________

5. Clarify performance expectations with all my employees? __________

6. Foster cooperation and teamwork with the people who need each other to get results?__________

7. Use clearly defined and balanced performance metrics to measure performance? __________

8 Work at continually developing and nurturing key working relationships? __________

9. Ensure that my people are properly trained and educated to get results? __________

10. Employ appropriate and systematic planning practices? __________

11. Work to rapidly remove performance barriers that get in the way of getting results? __________

12. Keep myself up-to-date with the skills necessary to be effective in my job? __________

13. Provide ongoing performance feedback and coaching to my people? __________

14. Take extreme care in staffing the operation? __________

15. Proactively clarify my value-added organizational role? __________

16. Regularly monitor and measure the operation’s performance? __________

17. Work to make sure that people are properly equipped to perform their jobs? __________

18. Have mechanisms in place to improve processes on an ongoing basis? __________

19. Constructively appraise my employees’ performance and establish plans for their

development? __________

20. Work to maintain balance in all facets of my life? __________

Getting Results©

THE LEADERSHIP STYLE CONTINUMUM

Instructions: Write out a definition for each of the following approaches to leadership in the space provided below.

Directive Leadership Style:

Participative Leadership Style:

Free-Reign Leadership Style:

Group Presentation

Reading #7: Fixing Management’s Fatal Flaws

Name a leader you admire and indicate why you admire him or her.

Answers

For Discussion

Although one can think of a few exceptions, in general people who achieve preeminence as leaders in business organizations do not achieve success as political leaders. What are some characteristics of leaders, followers, or situations that make this transition difficult?

Answers

The list of often-cited leaders includes both saints and sinners. Why is it that the general moral character of the leader apparently plays no consistent role in a leader’s emergence or continuation in power?

Answers

For Discussion

Do you think an organization can function without some form of political behavior? Do you think that political behavior is more likely to have positive or negative effects on an organization?

Comment: Common Political Behaviors

1. Inducement means giving something in return for support.

2. Persuasion relies on manipulation of logic and emotions.

3. When a manager does a favor in hopes of receiving one in return, that is called creating an obligation.

4. Coercion, or the use of force, may be effective in the short-term, but it is often ineffective in the long-term.

5. Another common form of political behavior is impression management, a direct and intentional effort by someone to enhance his or her image in the eyes of others. Impression management often centers on superficial traits, such as appearance.

Management Challenge

How could managers use impression management to increase their referent and expert powers?

How could impression management conflict with ethical leadership?

Answer

What Do Followers Want in Their Leaders?

■

Significance

Community

Excitement

Notes page

Core Leadership Elements

Vision

Values

Styles

Courage

Vision...

Inspires people

Transforms purpose into action

Generates excitement in the leader

Instills confidence

Forces us to take a stand for a preferred future

How Leaders Employ Vision

Leaders articulate the vision in a compelling way.

They use the vision to communicate direction and priorities.

They keep the vision energized and up to date.

They create the environment that supports achieving the vision.

They are the champions and stewards of the vision.

Vision Helps Leaders To

Make tough decisions about the business portfolio and resource allocation

Make hard choices around people (retaining, compensating, promoting)

Recognize opportunities quickly and confront problems promptly

Have the courage to put self and system on the line when needed

Stand firm when necessary

Two Components of Vision

Core Purpose

The organization’s fundamental reasons for existence

Envisioned Future

A clear and compelling dream or ideal state

Examples of Core Purpose

Johnson & Johnson

To alleviate pain and disease

Walt Disney

To bring happiness to millions, and to celebrate American values

Wal-Mart

To provide value to customers and make their lives better via lower prices and greater selection

Sierra Club

Explore, enjoy and protect earth’s wild places

Examples of Core Purpose

United Way

Mobilize community support to improve people’s lives

WWF

Stop degradation of the natural environment and build a future where humans live in harmony with nature

NOW

Advocate for the rights of all women

Sierra Club

Explore, enjoy and protect earth’s wild places

Examples of Compelling Dreams

Ford--Democratize the automobile (1907)

Sony-- Change the worldwide image of Japanese products as being poor quality (1950s)

GE --Become #1 or #2 in every market served and revolutionize the company to have the speed and agility of a small enterprise (1980s)

Wal-Mart --Reach $125 billion in revenues by 2000 (set in 1990; at the time the largest retailer in the

world had just reached $30 billion)

Philip Morris -- Become the General Motors of the tobacco industry (1960s)

Examples of the Opposite

“The horse is here to stay, the automobile is a novelty” (Michigan Savings Bank president advising Henry Ford’s lawyer not to invest in the Ford Motor Co.)

“Who the hell wants to hear actors talk?” (Harry Warner, silent film producer, in 1927)

“A rocket will never be able to leave the earth’s atmosphere” (New York Times, 1936)

“The phonograph has no commercial value at all” (Thomas Edison)

“We don’t like their sound, and guitar music is on the way out anyway” (Decca Records president in 1962, about the Beatles)

There is no reason for any individual to have a computer in his home (Digital Equipment Corporation president in 1977)

“The worldwide market for computers is 5” (IBM president).

Three Additional Perspectives

Servant leaders

focus on providing increased service to others - meeting the goals of both followers and the organization - rather than to themselves

E-leadership

can involve one-to-one, one-to-many, and within-group and between-group and collective interaction via information technology

Notes

Characteristics of the Servant Leader

“5 Reasons Why Servant Leadership Works”

What is a servant leader? If you see people as a means to serve you, then you are not a servant leader – you are simply a boss. If you view your role as a leader to empower others to become better at what they do, to achieve greater levels of skill and ability, and become better, more productive people in the process, then you are a servant leader.

“5 Reasons Why Servant Leadership Works”

Five reasons why servant leadership works:

It fosters an atmosphere of teamwork.

It adds value to the members of your team.

You reap what you sow.

It fosters an atmosphere of trust.

It increases your potential for success.

Ten Leadership Tips from Steve Jobs

Steve Jobs was an iconic manager with a zest for taking on feats deemed impossible. The 10 Lessons of Steve Jobs are excerpts from Walter Isaacson’s “The Real Lessons of Steve Jobs,” published in the Harvard Business Review in April 2012.

Ten Leadership Tips from Steve Jobs

Simplify

Control the Experience

Innovate

Ignore the Reality

Have Confidence

Rethink Designs

Team with Winners

Collaborate

Vision + Details

Rebel

Source: “10 Leadership Tips from Steve Jobs” – Forbes Magazine, April 2, 2012 - http://www.forbes.com/sites/susankalla/2012/04/02/10-leadership-tips-from-steve-jobs /

(Accessed August 7, 2012)