1	Introduction to Leadership John Tuccillo www.johntuccillo.com tumler@aol.com
2	ERA Leadership Academy Course Model
3	Agenda Discuss the impact of leadership Develop a definition of leadership Assess your leadership style Discuss visionary vs. practical Leaders
4	Agenda Identify leaders, their arenas, and their characteristics Discuss leaders vs. managers Discuss the core competencies and characteristics of effective leaders Discuss a team leader’s role in creating effective teams
5	The Impact of Leadership Recent Conference Board study 54% of surveyed companies felt they had the leadership necessary to respond to change Only 8% of executives rated overall leadership as excellent
6	The Impact of Leadership Organizational climate studies from the mid-1950s onward showed 60% to 75% of organizational respondents reporting their immediate supervisor as the worst or most stressful aspect of their job DeVries estimated that the base rate for executive incompetence is at least 50%.
7	The Impact of Leadership “A business short on capital can borrow money, and one with a poor location can move. But a business short on leadership has little chance for survival. It will be reduced to the controls of, at best, efficient clerks in narrow orbits. Organizations must be led to overcome their ‘trained incapacity’ and to adapt to changing conditions. Leadership is what gives an organization its vision and its ability to translate that vision into reality. Without this translation, a transaction between leaders and followers, there is no organizational heartbeat.”
8	Defining Leadership “Always it seems, the concept of Leadership eludes us or turns up in another form to taunt us again with its slipperiness and complexity. So we have invented an endless proliferation of terms to deal with it…and still the concept is not sufficiently defined.”
9	Defining Leadership “You do not lead by hitting people over the head—that’s assault, not leadership.” Dwight D. Eisenhower
10	Defining Leadership “Leadership over other human beings is exercised when persons with certain motives and purposes mobilize institutional, political, psychological and other resources so as to arouse, engage and satisfy the motives of followers” James MacGregor Burns
11	Leadership Styles
12	Visionary Leadership The ability to create and articulate a realistic, credible, attractive vision of the future for an organization or organizational unit that grows out of and improves upon the present
13	What skills do visionary leaders exhibit? The ability to explain the vision to others The ability to express the vision not just verbally but through the leader’s behavior The ability to extend the vision to different leadership contexts
14	Practical Leadership The ability to make vision real by creating, designing and implementing plans. The practical leader is a good manager but transcends management to focus on the longer view.
15	What skills do practical leaders exhibit? The ability to translate vision to reality The ability to evaluate people and match skills to tasks The ability to delegate The ability to allocate resources
16	Types of Leaders Who are some well-known leaders? Identify the following about each one: The arena they influence(d) Their characteristics
17	Types of Leaders Political Radical Charismatic Business Intellectual Religious Athletic Artistic
18	Types of Leaders What is common to leaders? Do organizations develop leaders or managers? Is leading or managing more important for organizational success?
19	Leaders vs. Managers LEADERS Innovate Develop Inspire trust Long-term view Ask what and why Originate Challenge status quo Do the right things Eye on horizon MANAGERS Administer Maintain Control Short-term view Ask how and when Initiate Accept the status quo Do things right Eye on bottom line
20	Leadership Traits Needed to Manage in the 21st Century MANAGEMENT OF ATTENTION The ability to communicate a sense of outcome, goal, or direction that attracts followers Empathy Sensing others’ feelings and perspectives, and taking an active interest in their concerns Organizational awareness Reading a group’s emotional currents and power relationships
21	Leadership Traits Needed to Manage in the 21st Century MANAGEMENT OF MEANING The ability to create and communicate meaning with clarity and understanding Developing others Sensing others’ development needs and bolstering their abilities Leadership Inspiring and guiding individuals and groups Influence Wielding effective tactics for persuasion Communication Listening openly and sending convincing messages
22	Leadership Traits Needed to Manage in the 21st Century MANAGEMENT OF MEANING The ability to create and communicate meaning with clarity and understanding Change catalyst Initiating or managing change Conflict management Negotiating and resolving disagreements Building bonds Nurturing instrumental relationships Teamwork & Collaboration Working with others toward shared goals Creating group synergy in pursuing collective goals.
23	Leadership Traits Needed to Manage in the 21st Century MANAGEMENT OF TRUST The ability to be reliable and consistent so people can count on them Emotional awareness: Recognizing one’s emotions and their effects Accurate self-assessment: Knowing one’s strengths and limits Self-Confidence: A strong sense of one’s self-worth and capabilities
24	Leadership Traits Needed to Manage in the 21st Century MANAGEMENT OF SELF The ability to know themselves and use their skills within limits of strengths and weaknesses Self-control Keeping disruptive emotions and impulses in check Trustworthiness Maintaining standards of honest and integrity Conscientiousness Taking responsibility for personal performance
25	Leadership Traits Needed to Manage in the 21st Century MANAGEMENT OF SELF The ability to know themselves and use their skills within limits of strengths and weaknesses Adaptability Flexibility in handling change Achievement Orientation Striving to improve or meeting a standard of excellence Initiative Readiness to act on opportunities
26	Team Leader’s Roles In Creating Effective Teams Emphasize group recognition and rewards Identify and build on team’s strengths. Develop trust and a norm of teamwork. Develop team’s capabilities to anticipate and deal with change. Empower teams to accomplish work with minimal interference. Inspire and motivate team toward higher levels of performance. Recognize individual and team needs and timely attend to them. Encourage and support team decisions. Provide team with challenging and motivating work.