Leadership for the Non-Manager

You don’t have a manager’s title to be a leader within an organization, nor do you have to be in charge to successfully lead others through a meeting or project.

This workshop explores what leadership is, the language of leadership, motivation, and actions people can immediately take to lead regardless of the positions they hold within their organizations.

At this program’s conclusion, participants should be able to:

Define the attributes leaders have in common.
Explain the importance of influence, how to gain it, and how to use it.
Describe how to build a professional network.
Explain what motivates others.
Develop a plan for leading.

Transcript

1. Leadership for the Non-Manager
   Or – you’re always a leader, so STFU and do it already
   Heather Wilde, CTO
   @heathriel
   

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2. About Me
   CTO, TWIP & ROCeteer
   Advisory Board Chair, UNLV Engineering
   Early Employee Evernote & Spirit Airlines
   2015 Female Executive of the Year
   2015/2016 Mentor/Coach of the Year
   2016/2017 Top Writer, Quora
   Columnist for Inc, Forbes & Tech.co
   

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3. What is a Leader?
   

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5. If leaders prefer to concentrate on
   achieving goals, they are task-oriented.
   5
   

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6. If leaders prefer to interact with people,
   they are relations-oriented.
   6
   

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7. Contingency Theory states there is “no one
   best way” to lead a group all the time.
   7
   

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8. Situational Leaders Transformational Let’s im plem ent changes
   Problem Solvers Let’s fix the broken…
   Cross Cultural Let’s learn to work beyond our cultures.
   Pacesetting Do as I do, NOW !
   Personality Centered
   Leaders
   Charismatic Follow m y ideas, beliefs and values
   Autocratic I’m the boss.
   Coercive - Commanding Do what I tell you to do.
   Authoritative Com e with m e.
   Strategic/Transactional
   Leaders
   Strategic W hich way is the wind blowing?
   Transactional Scratch m y back, I’ll scratch yours.
   Developer Leaders Visionary Shares the vision of organization.
   Team Leader Em powers and supports team s to reach outcom e.
   Facilitative Focused on process.
   Coaching Leader “Try this!”
   Comfort Leaders Laissez-Faire Do as you please.
   Affiliative People com e first.
   Democratic W hat do you think? W here does the m ajority lean?
   

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9. In teams, you have 25 minutes to use Legos to build a
   tower.
   This tower must be constructed at the lowest cost (or
   highest profit) possible.
   Cost is calculated this way:
   Tower height in cm x $3
   Minus planning time in minutes x $2
   Minus construction time in minutes x $5
   Minus $.50 per brick used
   The tower must stand on its own for one minute,
   and you can only use Legos to do so.
   Activity
   

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11. Transactional leadership
    occurs as an function of
    an exchange of valued
    things.
    Dr. Jan Stewart
    

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12. It is initiated solely by a formal leader.
    

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13. It is based upon the exchange of valued goods
    between the leader and followers.
    

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14. It can be based on tangible or intangible goods.
    

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15. It is not based on an enduring relationship.
    

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16. It is based on opportunity, bargaining,
    persuading, and reciprocating.
    

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17. It utilizes extrinsic motivation.
    

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18. Transformational
    leadership occurs when
    people engage with each
    other so that leaders and
    followers raise each other
    to higher levels of
    motivation and morality.
    James MacGregor
    Burns
    

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19. It is initiated by the leader.
    

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20. It is based on mutual reciprocal relationships.
    

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21. It elevates both the leader and followers to
    higher levels of motivation.
    

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22. It promotes high levels of conduct and ethical
    aspirations.
    

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23. It utilizes intrinsic motivation.
    

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25. Transactional Approach
    Designed for:
    Technical and Routine Challenges
    Focus on systems, process and structure
    Based on priorities and problem solving
    Tactical and linear
    Return to full action
    Transformational
    Approach
    Focus on people, possibilities and the future
    Eg, U.S. Army, General Motors, Delta Airlines, Bank of America E.g. Whole Foods, Amazon, Apple, Berkshire Hathaway,
    3M
    

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26. Transactional Transformational
    Leader’s Source of Power Rank & Position Character & Competence
    Follower Reaction Compliance Commitment
    Time Frame Short Term Long Term
    Rewards
    Pay, Promotion,
    etc. Pride, Self-esteem, etc.
    Supervision Important Less Important
    Counseling Focus Evaluation Development
    Where Change Occurs Follower Behavior Follower attitude, values
    Where “Leadership” Is Found Leader’s Behavior Follower’s Heart
    

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30. Millennial aged
    employees who
    expressed a preference
    to be directly managed
    by a transactional
    leader.
    72%
    Employees who prefer to
    work either directly for
    or in a company with a
    transactional leader.
    83%*
    Transformational vs. Transactional Leaders: How Different Leadership Behaviors and Communication Styles Affect
    Levels of Employee Motivation in the Financial Industry - Riedle, Danielle. Southern Illinois University at
    Edwardsville,. 2015
    

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32. Act as a role model.
    Clearly communicate expectations.
    Encourage creativity and participation.
    Communicate core values.
    Practice active listening.
    Empower employees.
    Be ethical.
    Build sincere relationships.
    Evaluate successes and failures.
    Engage in continuous improvement.
    

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33. Activity
    

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35. Directive Visionary Affiliative Democratic Pacesetting Coaching
    The style in a phrase
    “Do what I tell
    you.”
    “Come with me.” “People come first.” “What do you
    think?”
    “Do as I do, now!” “Try this.”
    Underlying emotional
    intelligence
    competencies
    Self-control Self-confidence Empathy, building
    relationships
    Team leadership Drive to achieve Self-awareness
    When the style works
    best:
    to kick start a
    turn around
    When a clear
    direction is
    needed
    To motivate people in
    stressful
    circumstances
    To build buy-in or
    consensus
    To get quick
    results form a
    motivated team
    To help an
    employee improve
    performance
    Overall impact on
    climate
    Negative
    Most strongly
    positive
    Positive Positive Negative Positive
    

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37. You Can Contact Me!
    heather@roceteer.com
    @heathriel
    roceteer.com
    

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