Leadership for the Non-Manager

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.

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heathriel

July 11, 2018
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Transcript

  1. Leadership for the Non-Manager Or – you’re always a leader,

    so STFU and do it already Heather Wilde, CTO @heathriel
  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
  3. What is a Leader?

  4. None
  5. If leaders prefer to concentrate on achieving goals, they are

    task-oriented. 5
  6. If leaders prefer to interact with people, they are relations-oriented.

    6
  7. Contingency Theory states there is “no one best way” to

    lead a group all the time. 7
  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?
  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
  10. None
  11. Transactional leadership occurs as an function of an exchange of

    valued things. Dr. Jan Stewart
  12. It is initiated solely by a formal leader.

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

    the leader and followers.
  14. It can be based on tangible or intangible goods.

  15. It is not based on an enduring relationship.

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

  17. It utilizes extrinsic motivation.

  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
  19. It is initiated by the leader.

  20. It is based on mutual reciprocal relationships.

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

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

  23. It utilizes intrinsic motivation.

  24. None
  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
  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
  27. None
  28. None
  29. None
  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
  31. None
  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.
  33. Activity

  34. None
  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
  36. None
  37. You Can Contact Me! heather@roceteer.com @heathriel roceteer.com