Leadership

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What barriers discourage people from thinking and taking

responsibility?

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If “managing” is about thinking...

…then “leading” is about getting other people to think.

What is Leadership?

Leadership – the process of influencing others to facilitate the attainment of organizationally relevant goals

*One does not have to be in a formal leadership position in order to exert leadership behavior

Change in Organizations

The Organization

Charismatic Leadership

-The ability to influence followers based on a supernatural gift and attractive powers

-Charismatic leaders are those who have charismatic effects on their followers to an unusually high degree

-Followers enjoy being with the charismatic leader because they feel inspired, correct, and important

Charismatic Leadership: Two Types

Visionary charismatic leaders – focus on the long term -Through communication ability, links followers’ needs and

goals to job or organizational long-term goals and possibilities

Crisis-based charismatic leaders – focus on the short-term -Have an impact when the system must handle a situation for

which existing knowledge, resources, and procedures are not adequate

Attributes of Charismatic Leaders

-Develop visionary thinking

-Communicating the vision

-Conviction

-Extraordinary behaviors

-Develop self-confidence

Transactional Leadership

-The leader helps the follower identify what must be done to accomplish the desired results

-The leader takes into consideration the person’s self-concept and esteem needs

-The leader relies on contingent reward and on management by exception

L: Recognizes what Fmust do to attain

designated outcomes

L: Recognizes what Fmust do to attain

designated outcomes

L: Recognizes what Fneeds

L: Recognizes what Fneeds

L: Clarifies how F’s needfulfillment will be

exchanged for enactingrole to attain designated

outcomes

L: Clarifies how F’s needfulfillment will be

exchanged for enactingrole to attain designated

outcomes

F: Recognizes value of designated outcomes

(need-fulfilling valuefor F)

F: Recognizes value of designated outcomes

(need-fulfilling valuefor F)

L: Clarifies F’s RoleL: Clarifies F’s Role

F: Feels confidence in meeting role requirements

(subjective probability of success)

F: Feels confidence in meeting role requirements

(subjective probability of success) F: Develops motivation

to attain desired outcomes(expected effort)

F: Develops motivationto attain desired outcomes

(expected effort)

Transactional Leadership

L = Leader

F = Follower

Transformational Leadership

-Ability to inspire and motivate followers to achieve results greater than originally planned

-The leader’s vision provides the follower with motivation for hard work that is self-rewarding

-To achieve their vision, transformational leaders make major changes in the firm’s or unit’s:

- Mission

- Way of doing business

- Human resource management

Leadership Actions to Change Situations (1 of 3)

To modify leader-member relations:

-Request particular people for work in the group

-Effect transfers of particular subordinates out of the unit

-Volunteer to direct difficult or troublesome subordinates

To modify task structure:

-When possible bring new or unusual tasks or problems to the group

-Break jobs down into smaller subtasks that can be more highly structured

Leadership Actions to Change Situations (2 of 3)

To modify position power:

-Show subordinates who is boss by exercising fully the authority you have

-Make sure that information to the group gets channeled through you

-Let subordinates participate in planning and decision making

Leadership Actions to Change Situations (3 of 3)

Forms of Position Power

Legitimate Power: -Power coming from a formal management position.

-Subordinates’ belief that the leader’s requests are rational.

Reward Power: -Providing the rewards that subordinates desire (utilitarian power).

Coercive Power: -The authority to punish or recommend punishment.

-Punishments that subordinates want to avoid.

Forms of Position Power

Expert Power: -leader’s special knowledge or skill regarding the tasks

performed by followers. -subordinates believe that the leader has sufficient expertise to

make rational requests.

Referent Power: -Personality characteristics that command subordinates’

identification, respect, and admiration so they wish to emulate the leader.

-Charismatic leaders rely heavily on referent power to control and influence their followers

The Bottom Line

The currency of leadership is presence.

Where leaders spend their time determines what is important to

their organization

Lean Leadership

1 -Leaders must define the organization’s vision in a way that highlights the values of their group

2 -Leaders must support people’s efforts to achieve the shared vision through coaching, feedback, and role modeling

3 -A leader should recognize and reward success

Good leaders motivate people in a variety of ways, three of which are the basis to the “lean” approach.

Lean Leadership

The Lean Leader leads a very different way:

-By influence

by example of good thinking

by being knowledgeable

by getting into the messy details

by questioning

by coaching and teaching

-By building robust, sensible systems and processes that cascade responsibility & enable people to work effectively and without waste of their time and effort

Skills For Lean Leaders

In Order of Priority

-People Skills

-Conceptual Skills

-Technical Skills

Definition of the Skills

-People

Interpersonal interactions such as giving and receiving instructions, negotiating, conflict resolution, team work and group decision making.

-Conceptual Skills

Planning the future activities and monitoring current activities and reconciling the two.

-Technical Skills

Applying the set of standards and rules to solve a problem or to modify an outcome.

Structure of Lean Leadership

LEVEL 1

Understanding the basic knowledge upon which all human behavior efforts

must be based

LEVEL 2

Structuring the basic knowledge to engage the people in the

organization

“Creating the Vision”

LEVEL 3

Developing and implementing Strategies for focusing

organizations for maximum productivity and empowerment

LEVEL 4

Use of the Tools, tactics, techniques and approaches for maximizing

system and process efficiency and productivity ”Kaizen Events”

Level 1 Key Elements

-The leader applies what he/she knows to make things happen.

-Every element of the organization and the working environment is engineered to get the most out of the people by giving them optimal opportunities for work related need satisfaction.

-Build a single, comprehensive and integrated system that compliments the basic dynamics of human beings.

Level 2 Key Elements

-Develop the transition of the facts and relationships of level one into a set of consciously developed and internalized management and leadership principles and metrics.

-Develop and enlighten philosophy of work belief within the leadership that the overwhelming majority of people, if given leadership, respect.

-Provide opportunities for need satisfaction and a worthwhile goal that employees will attempt to succeed.

-Develop a understanding of rapid adaptation to change.

-Develop a visionary application of beliefs, expectations and direction that focuses everyone in the organization on critical objectives in an effective manner.

Level 3 Key Elements

-Value people first

-Pursue Continuous Improvement

-Focus on Micro processes

-Create lean organizational structures

Level 4 Key Elements

Implement the Lean Tools, Tactics, Techniques and approaches for maximizing system and process efficiency.

Metric MapsPareto ChartsCheck SheetsFocused Communicated PlanningConsensus Decision makingFlow chartsStructured team oriented problem solvingProcess re-engineeringQFDOne by one piece flowSMEDDOESPCExtensive Sharing of Cost and Performance data at all levelsPokayokeEmpowered, well trained employeesFMEAConcurrent Engineering

Organization Change

-Don’t expect that you can change your organization unless you’re the CEO/President but your area of responsibility will improve.

-Change happens in the trenches but must be lead from the top.

-You can almost guarantee world class success in those areas of the organization that you lead.

-Lead change only in those areas where you can exert significant and long lasting influence, helps spread the word to other areas.

If you wish to change an organization you must be intimately aware of group dynamics and resistance to change and must appreciate that you’re up against an unthinking, self organizing system.

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Where Do You Start - From Top or Bottom?

Change Culture First

(Conventional way)

Change System First

(Lean Way)

Lean Enterprise Implementation

Questions?

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