Leadership Jay Harolds The Leader vs The Manager

Leadership Jay Harolds

The Leader vs. The Manager • Inspires trust • Long range focus and on people • Challenges the status quo • Does the right thing • Uses Control • Short range focus on the bottom line and structure • Accepts the status quo • Does things right Bennis, On becoming a leader

Theory X vs. Y of Mc. Gregor • Employees don’t want to work • Employees need direction • Employees can’t make creative contributions • Leader must apply fear, discipline, and rewards • Employees want to perform meaningful work • Employees can make creative contributions • Employees will work hard if they believe in the importance of their job. Harolds, JACR, 2004

Likert Styles of Leadership • Autocratic Leader-Uncaring dictator • Benevolent Leader-Concern for others, but the leader dictates decisions • Consultive Leader-Asks for opinions, but makes the ultimate decisions • Participatory Leader-Invites others to help in the decision making Wilson, RT, Physician Exec, 1998

SERVANT LEADERSHIP • Duty to the needs of others • Followers are happier, better trained, more helpful, & empowered • Followers have more upward mobility Wilson, RT. Physician Exec, 1998

KEY LEADERSHIP QUALITIES • Integrity • Trustworthiness • Temperament – Courage – Self-confidence, Independence – Decisiveness – Drive, energy – Patience, reasonableness, trusting others

• • • Competence in the field and in leadership Intelligence, creativity Professionalism Ability to inspire others Knowledge that good judgment is a group process • Win-win philosophy

• • • Excellent communication skills Expectation of excellence Networking ability Love for people Gives credit to others Takes a long term approach • Harolds, JA. JACR, 2004