Slide 1

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 2

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 3

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 4

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 5

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 6

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 7

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 8

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 9

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 10

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 11

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 12

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 13

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 14

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 15

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 16

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 17

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 18

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 19

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 20

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 21

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 22

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 23

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 24

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 25

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 26

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 27

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 28

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 29

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 30

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 31

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 32

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 33

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 34

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 35

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 36

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 37

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 38

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 39

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 40

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 41

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 42

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 43

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 44

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 45

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45


Slide 46

What Is
Leadership?
Daniel F. Jennings PhD, PE
Andrew Rader Professor of Industrial Distribution
Texas A&M University, College Station, TX

IDIS - 444
Spring 2012

What is Leadership?

1

A Leadership Story:
A group of

workers and their leaders have the task of clearing a road
through a dense jungle on a remote island to get to the coast where an
estuary provides a perfect site for a port.
The

leaders organize the work force into efficient units and monitor the
progress which is excellent. The leaders continue to monitor and evaluate
the project, making adjustments along the way to ensure the progress is
maintained and efficiency is increased wherever possible.
Then,

one day during all the hustle and bustle and activity, one person
climbs up a nearby tree. That person surveys the scene from the top of the
tree.

2

A Leadership Story:

•And shouts down to the assembled group below…..
•“Wrong Way!”…….
•(Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).

•“Management is doing things right, leadership is
doing the right things”

(Warren Bennis and Peter Drucker)

3

THE TRADITIONAL FUNCTIONS OF MANAGEMENT
Planning
Select goals and
ways to obtain them

Organizing

Controlling
Monitor activities and
Make corrections

Assign authority and
responsibility
for task accomplishment

Directing

Staffing

Motivate and coordinate
employees

Recruit and obtain
employees

4

Manager Roles
Category

Role

Activity

Informational

Monitor

Seek and receive information, scan periodicals and reports, maintain
personal contacts.

Disseminator

Forward information to other organization members; send memos and
reports; make phone calls.

Spokesperson

Transmit information to outsiders through speeches, reports, memos.

Figurehead

Perform ceremonial and symbolic duties such as greeting visitors,
signing legal documents.

Leader

Direct and motivate subordinates; train, counsel, and communicate
with subordinates

Liaison

Maintain information links both inside and outside organization; use
mail, phone calls, meetings.

Entrepreneur

Initiate improvement projects; identify new ideas; delegate idea
responsibility to others

Disturbance
Handler

Take corrective action during disputes or crises; resolve conflicts
among subordinates; adapt to environmental crises.

Resource
allocator

Decide who gets resources; schedule, budget, set priorities

Negotiator

Represent department during negotiation of union contracts, sales
purchases, budgets; represent departmental interests.

Interpersonal

Decisional

5

Leadership Perspectives
Trait
Transformational
Transactional

Leadership

Behavioral

Contingency

6

Trait Perspectives


Is there a set of characteristics that determines a
good leader?



Earlier Concepts
- Height

- Confidence
- Physical Stamina

7

Transformational Leadership


Starts with a vision, passion and energy



People will follow a person who inspires them



Leading by example – walk the walk

8

Transactional Leadership
 An

exchange between the leader and follower based
on effort
- Rewards
- Sanctions


Focus on current issues and problems

Popular with

many managers

9

Behavior Leadership Perspective
Identify
Adopt

successes and failures of leaders

the successes

10

Contingency Leadership Perspective
Leadership

is not a fixed set of characteristics that can be
transposed into different contexts
Ability

to lead is contingent upon:

- Situational factors
- Leader’s style
- Capabilities and behaviors of followers

11

Leadership Styles
 Autocratic
Participative
Laissez Faire

(Hands off)

Paternalistic

12

Autocratic
Leader makes
High
Can

decisions without reference to anyone else

degree of dependency on the leader

create de-motivation and alienation of staff

May

be valuable in some types of business where decisions
need to be made quickly and decisively

13

Participative
Encourages

decision making from different
perspectives - leadership may be emphasized
throughout the organization
- Consultative : process of consultation before decisions are taken
- Persuasive : Leader makes decision and seeks to persuade others
that the decision is correct

14

Participative
May

help motivation and involvement

Employees

feel ownership of the business and its ideas

Improves

the sharing of ideas and experiences within
the business
Can

delay decision making

15

Laissez – Faire (Hands off)
‘Let
Can

it be’ – the leadership responsibilities are shared by all;
be very useful for a business where creative ideas are
important;
Can be highly motivational, as people have control over
their working life;
Coordination and decision making can be time-consuming
and may lack an overall direction;
Relies on good team work
Relies on good interpersonal relations

16

Paternalistic
Leader

acts as a ‘father figure’

Paternalistic leader

makes decision but may consult

with followers
Believes

in the need to support followers

17

Leadership In The Real World

18

The Balance of Leadership

19

Some Basic “Truths” About the Nature
of Leadership
You

Manage things; you lead people

Having

a “Position of leadership” does not mean you are
the leader.
You

are not really the leader until the group you are leading
says so ( until they accept you as the leader).

20

Leadership
The Art of Influencing Others To Work
Enthusiastically, Effectively, And Ethically
Toward Goals Identified As Being For The
Common Good.

21

“Work Enthusiastically”
People

can do everything they are required to by the
rules, and your organization will, at best, be mediocre.
People

must work with enthusiasm. They must have
their heart in it.
You

cannot buy enthusiasm, you cannot buy loyalty,
you cannot buy devotion of hearts, minds and souls.
These must be earned.

22

“Goals Identified As Being For
The Common Good”
This means the leader has:
- Thought through the organization’s goals
- Talked with others about these goals
- Achieved buy-in
This

requires a lot more effort than just telling others what
to do

23

How does a leader build influence?
By

meeting people’s legitimate needs

Through
By

service and sacrifice

developing trust

24

Leaders identify and meet their
followers legitimate needs
A want

is simply a wish or desire without any regard
for the physical or psychological consequences.
A need

is a legitimate physical or psychological
requirement for the well-being of a human being.

25

Service And Sacrifice
Leadership

requires a great deal of effort.

Leaders

must decide whether they are willing to
extend themselves for those they lead.
Leaders

will be called upon to “sacrifice”
- Their time
- Physical & mental energy
- Ego
- Bad mood days
26

What People Expect From
Their Leaders
Honesty
To

feel appreciated and respected
Competence
Forward-looking
Inspiring
To feel they are accomplishing something worthwhile
To understand the contribution they are making
To feel they are “in” on things
Patience

27

What People Expect From Their
Leaders (cont.)
Encouragement
Hope

To

believe their leader understands their personal
situation and challenges
To

be forgiven when they make mistakes

Standards and

boundaries
28

Trust….
Trust…
- Is the glue that holds relationships together
- Is not the result of an organizational imperative
or program
- Comes…. From being trustworthy
Acting

inconsistent with our words creates
mistrust

29

 They

are all volunteers!

“You

can buy a person’s time. You can even buy their
physical place, but you cannot buy enthusiasm, you
cannot buy loyalty, you cannot buy devotion of hearts,
minds or souls. You must earn these.”
- Charles Francis

30

A Key Role Of Leadership
Leaders

create and sustain the environment
in which followers spend most of their
waking hours

31

The Keys To Establishing A
Solid Environment
Values
Purpose
Vision

32

About Organizational
Values
The

question is not whether an organization is valuebased…..
Every

organization is value-based.

The

question is: What are the real values and are
these values the ones that will ensure the organization
prospers in the long run?

33

An Organization’s Values
Define

what we believe to be important

Shape

the environment we live and work in

Guide

our work and our relationships with one

another
Become “the

real boss.”

34

Aligning Values and
Behavior
From

slogans and wall charts…….to the heart

example – The leader must become the
living symbol of their organization’s values.
Providing

35

The Importance Of
Organizational Values
“Without a set of operating values that are clearly
defined and enforced(people are expected to behave
according to them) you’re at the mercy of people’s
good intentions.”
(Blanchard)

36

Effective Leaders Focus On
Purpose
Key Question:
- why does our organization exist?

- what business are we in?
- Is everything we are doing contributing
to mission accomplishing our purpose?
Staying Focused

37

Effective Leaders Provide
Vision
“… a picture of the future that the leader paints for those
who follow.”

“… a picture of how things would be if everything were
running as planned.”
(Blanchard)
“Providing people an opportunity to be a part of something
bigger than themselves and to make a contribution.”

38

Effective Leaders Build Teams
A team is:
- A group of people bound together by a
commitment to reach a shared goal
- “…. A small group of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they
hold themselves and each other accountable.”
(Harvard Business School)

39

Effective Leaders Build Teams
The

purpose of a team is to make the
strengths of each person effective, and his/her
weakness irrelevant.

40

Effective Leaders Build Teams
Leaders build teams by:
- Doing and saying things every day that convince
their followers to that they are part of the team
- Convincing team members that their well-being is
tied to the team’s well-being

- Respecting teams and keeping them together.

41

Effective Leaders Focus On
Contribution….
What

can I do that, if done really well, will make
a difference in the organization?
What

good shall I do this day?”

What

good have I done this day?”

Ben Franklin

42

Reflect On Each Experience
What’s

Happening?

What’s

not happening?

What

How

do I want to be happening?

can I make this happen?

43

Questions?.....

44

Thanks
Daniel F.Jennings PhD., PE
Andrew Rader Professor of Industrial Distribution
E-Mail : [email protected]
Phone: 979-845-4972

45