SESSION 3: INTRODUCTION TO

LEADERSHIP

BY AJARN ORAPAK DECEMBER 22, 2011

MBA PROGRAMKMUTT

MANAGERS,MANAGEMENT, LEADERSHIP,LEADERSHIP THEORYCORPORATE VISION

– The manager administers; the leader innovates. – The manager is a copy; the leader is an original. – The manager maintains; the leader develops. – The manager focuses on systems and structure; the leader focuses

on people. – The manager rel ies on control; the leader inspires trust. – The manager has a short-range view; the leader has a long-range

perspective. – The manager asks how and when; the leader asks what and why. – The manager has his or her eye always on the bottom l ine; the

leader’s eye is on the horizon. – The manager imitates; the leader originates. – The manager accepts the status quo; the leader challenges it. – The manager is the classic good soldier; the leader is his or her own

person. – The manager does things r ight; the leader does the r ight thing.

Source : http://guides.wsj.com/management/developing-a-leadership-style/what- is-the-diff erence-between-management-and-leadership/

MANAGERS

Managers Produces Orders and Consistency

Leadership ProducesChange and Movement

Planning and Budgeting- Establishing agendas- Set Timetables- Allocate Resources

Organizing and Staffing- Provide structure- Make job placement- Establish rules and procedures

Controlling and Problem Solving - Develop incentives- Generate creative solutions- Take corrective actions

Source: Adapted from A Force for Change : How Leadership Differs from Management ( pp 3-8) by P. Kotler; 1990, New York: Free Press

Establishing Direction- Create a vision- Clarify Big Picture- Set Strategies

Aligning People- Communicate goals- Seek commitment- Build team and coalitions

Motivating and Inspiring- Inspire and energize- Empower and subordinates- Satisfy unmet needs

MANAGERS VS LEADERS

EXAMPLE OF MANAGERS AND LEADERS

I HATE MY MANAGER. HE DOES NOT KNOW BLAH BLAH

BUT I LOVE MY LEADERAND HE DOES NOT NEED TO KNOW ALL ANSWERS

Managers have subordinatesAuthoritarian, transactional styleWork focusSeek comfort

WHO ARE MANAGERS?S O U RC E :

H TT P : / / C H A N G I N G M I N D S . O R G / D I S C I P L I N E S / L E A D E R S H I P / A RT I C L E S / M A N AG E R _ L EA D E R. H T M

Managers have subordinates By defi nition, managers have subordinates - unless their t it le is

honorary and given as a mark of seniority, in which case the tit le is a misnomer and their power over others is other than formal authority.

Authoritarian, transactional style Managers have a position of authority vested in them by the

company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tel ls the subordinate what to do, and the subordinate does this not because they are a bl ind robot, but because they have been promised a reward (at minimum their salary) for doing so.

Work focus Managers are paid to get things done (they are subordinates too),

often within t ight constraints of t ime and money. They thus naturally pass on this work focus to their subordinates.

Seek comfort An interesting research fi nding about managers is that they tend to

come from stable home backgrounds and led relatively normal and comfortable l ives. This leads them to be relatively r isk-averse and they wil l seek to avoid confl ict where possible. In terms of people, they generally l ike to run a 'happy ship'.

WHO ARE MANAGERS?S O U RC E :

H TT P : / / C H A N G I N G M I N D S . O R G / D I S C I P L I N E S / L E A D E R S H I P / A RT I C L E S / M A N AG E R _ L EA D E R. H T M

Leaders have followersCharismatic, transformational stylePeople focusSeek risk

WHO ARE LEADERS?S O U RC E :

H TT P : / / C H A N G I N G M I N D S . O R G / D I S C I P L I N E S / L E A D E R S H I P / A RT I C L E S / M A N AG E R _ L EA D E R. H T M

Leaders have fo l lowers Lead ers do n o t h ave su bo rd in a t es - a t l eas t n o t wh en t h ey a re l ead in g . M an y o rgan i z a t i on a l

l ead ers d o h ave su bo rd in a t es , bu t on l y b ecau se th ey a re a l so man agers . Bu t wh en t h ey wan t t o l ead , t h ey h ave t o g i ve u p fo rm a l au t h o r i t a r i an c on t ro l , bec au se t o l ead i s t o h ave fo l l owers , an d fo l l ow in g i s a lways a vo lu n ta ry ac t i v i t y.

Char ismat ic , t ransformat iona l s ty le Te l l i n g p eop le wh a t t o do d oes n o t i n sp i re t h em t o f o l l ow you . You h ave t o app ea l t o t h em ,

sh ow in g h ow fo l l ow in g t h em w i l l l ead t o t h e i r h ea r t s ' des i re . T h ey mu s t wan t t o f o l l ow you en ou gh t o s t op wh a t t h ey a re do in g an d pe rh ap s wa lk i n to d an ger an d s i t u a t i on s t h a t t h ey wou ld n o t n o rm a l l y c on s id e r r i s k i n g .

Lead ers w i t h a s t ron g e r c h a r i sm a fi n d i t eas ie r t o a t t rac t peop le t o t h e i r c au se . A s a pa r t o f t h e i r p e r su as ion th ey t yp i c a l l y p rom ise t ran s fo rm at ion a l ben efi t s , su c h t h a t t h e i r f o l l owers w i l l n o t j u s t rec e ive ex t r i n s i c rewards b u t w i l l som eh ow bec om e be t te r p eop le .

People focus A l th ou gh m an y l eade rs h ave a ch a r i sm at i c s t y le t o som e ex ten t , t h i s does n o t requ i re a l ou d

pe rson a l i t y. T h ey a re a lways g ood w i t h p eop le , an d qu ie t s t y l e s t h a t g i ve c red i t t o o th e rs (an d t akes b l am e on t h em se lves ) a re ve ry eff ec t i ve a t c rea t in g t h e l oya l t y t h a t g rea t l eade rs en g en der.

A l th ou gh l eade rs a re good w i t h peop le , t h i s does n o t m ean t h ey a re f r i en d ly w i t h t h em . In o rde r t o keep t h e m ys t i qu e o f l ead e rsh ip , t h ey o f t en re t a in a d eg ree o f sepa ra t i on an d a loo fn ess .

T h i s does n o t m ean t h a t l eade rs d o n o t pay a t t en t i on t o t a sks - i n f a c t t h ey a re o f t en ve ry ac h ievem en t - foc u sed . Wh a t t h ey d o rea l i z e , h owever , i s t h e im p or t an c e o f en t h u s in g o th e rs t o wo rk t owards t h e i r v i s i on .

Seek r isk I n t h e sam e s t u dy t h a t sh owed m an ag ers a s r i s k -ave rse , l ead e rs appea red as r i s k - seek in g,

a l t h ou gh t h ey a re n o t b l i n d t h r i l l - seeke rs . Wh en p u rsu in g th e i r v i s i on , t h ey c on s id e r i t n a t u ra l t o en c ou n t e r p rob lem s an d h u rd les t h a t m u s t be ove rc om e a lon g t h e way. T h ey a re t h u s c om fo r t ab le w i th r i s k an d w i l l see rou tes t h a t o t h e rs avo id a s p o t en t i a l oppo r t u n i t i e s f o r advan t age an d w i l l h app i l y b reak ru les i n o rde r t o ge t t h in gs don e .

A su rp r i s i n g n u m b er o f t h ese l ead e rs h ad som e fo rm o f h an d i cap i n t h e i r l i ves wh i ch th ey h ad t o ove rc om e . Som e h ad t rau m at i c c h i l d h oods , som e h ad p rob lem s su ch as dys lex ia , o t h e rs we re sh o r t e r t h an ave rage . T h i s pe rh aps t au g h t t h em th e i n depen d en c e o f m in d th a t i s n eed ed t o go ou t on a l im b an d n o t wo rry abou t wh a t o t h e rs a re t h in k in g ab ou t you .

WHO ARE LEADERS?S O U RC E :

H TT P : / / C H A N G I N G M I N D S . O R G / D I S C I P L I N E S / L E A D E R S H I P / A RT I C L E S / M A N AG E R _ L EA D E R. H T M

MANAGERS VS LEADERS PART (1)SOURCE:

HTTP: / /CHANGINGMINDS.ORG/DISCIPL INES/LEADERSHIP /ARTICLES/MANAGER_LEADER.HTM

MANAGERS VS LEADERS PART (2)SOURCE:

HTTP: / /CHANGINGMINDS.ORG/DISCIPL INES/LEADERSHIP /ARTICLES/MANAGER_LEADER.HTM

There are many definitions of leadership according to Stogdill ( 1974, p. 7). In Leadership Theory book, {Peter G. Northouse summarizes about leadership as follows:

Leadership is a process whereby an individual INFLUENCES a group of individuals to achieve a common goal.

Leadership involves influence; leadership concerns how it aff ects followers. WITHOUT influence leadership does not exist.

Leadership occurs in GROUPS. Leadership pays attention to COMMON GOALS.

LEADERSHIP DEFINED

TRAITDefi ntion of leadership

Leaders-Height -intelligence-Extraversion-Fluency-Others : Traits

Followers

PROCESSDefi ntion of Leadership

Leaders

( leadership is interaction)

Followers

DIFFERENT VIEWS OF LEADERSHIP TRAITS VERSUS PROCESS

Referent PowerExpert PowerLegitimate PowerReward PowerCoercive Power

Source: Adapted from “ The Bases of Social Power,” by J.R. French Jr. and B. Raven. 1962, in D. Cartwright ( Ed.), Group Dynamics: Research and Theory ( pp. 259-269), New York: Harpers & Row.

LEADERSHIP AND POWERFIVE BASES OF POWER

Northouse ( 2010) states that Coercion means influencing others to do something against their will and may include manipulation of penalties and reward system

LEADERSHIP AND COERCION

Bennis and Nanus mentioned that Leaders do things right but managers do right things

SUMMARY

Steve Jobs’ Commencement in Thai http://www.youtube.com/watch?v=nNYy5-PsRiE

YOUTUBE VDO

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CORPORATE VISION