Insights on Modern Insights on Modern Leadership & Leadership & ManagementManagement

From From Eng. R. L. NkumbwaEng. R. L. NkumbwaCopperbelt UniversityCopperbelt University

School of TechnologySchool of Technology20102010

Bennis & O’Toole 0n Bennis & O’Toole 0n Leadership* Leadership* ““Leadership is a combination of personal Leadership is a combination of personal

behaviors that allow an individual to enlist behaviors that allow an individual to enlist dedicated followers and create other leaders in dedicated followers and create other leaders in the process.”the process.”

“…“…they demonstrate integrity, provide meaning, they demonstrate integrity, provide meaning, generate trust, and communicate values.”generate trust, and communicate values.”

“…“…they energize their followers, humanely push they energize their followers, humanely push people to meet challenging goals, and all the people to meet challenging goals, and all the while develop leadership skills in others.”while develop leadership skills in others.”

““Real leaders, in a phrase, move the human Real leaders, in a phrase, move the human heart.”heart.”

* “Don’t Hire the Wrong CEO,” Warren Bennis and James O’Toole, Harvard Business Review, May-June 2000.

Kotter on LeadershipKotter on Leadership Leadership is about coping with change.Leadership is about coping with change.

Focuses on change and innovation.Focuses on change and innovation. Focuses on the big picture.Focuses on the big picture. Focuses on strategies that take calculated Focuses on strategies that take calculated

risks.risks. Focuses on people’s values and dignity.Focuses on people’s values and dignity.

You can’t manage people into battle; they You can’t manage people into battle; they need, deserve, and want to be led.need, deserve, and want to be led.

LeadershipLeadership Leaders are popular with followers.Leaders are popular with followers.

Bosses aren’t.Bosses aren’t. Leaders take orders from below and give Leaders take orders from below and give

credit.credit. Bosses give orders from above (hierarchical, Bosses give orders from above (hierarchical,

command-and-control) and take credit.command-and-control) and take credit. Leaders create trust in an organization.Leaders create trust in an organization.

Trust is the grease that makes an organization Trust is the grease that makes an organization work.work.

Leadership *Leadership *

“… “… the key…to leadership, as well as to the the key…to leadership, as well as to the garnering of a following, is the effective garnering of a following, is the effective communication of a story.” communication of a story.”

“… “… the most fundamental stories fashioned by the most fundamental stories fashioned by leaders concern issues of personal and group leaders concern issues of personal and group identity…”identity…”

“… “… must in some way help their audience must in some way help their audience members think through who they are.”members think through who they are.”

* Howard Gardner, Leading Minds, Basic Books, 1995.

LeadershipLeadership

Leadership can come any level in an Leadership can come any level in an organization – from a small team to a organization – from a small team to a huge organization.huge organization. The key is the ability to get people to The key is the ability to get people to

follow of their own will, not by force or follow of their own will, not by force or according to organizational structure, according to organizational structure, rules, or procedure.rules, or procedure.

The Business CycleThe Business Cycle

Product Promotion Advertising Marketing Product Promotion Advertising Marketing ServiceService

Develop- ment Start-Up Growth Maturity Decline

Cash Flow: - - - + ++ +

Drivers ofGrowth Sustaining

Strategies

Different Stages in the Business Different Stages in the Business Cycle Call For Different Leadership Cycle Call For Different Leadership QualitiesQualities Development – VisionaryDevelopment – Visionary Start-up – Entrepreneur, salespersonStart-up – Entrepreneur, salesperson Growth – Promoter, salesperson, visionaryGrowth – Promoter, salesperson, visionary Maturity – Marketer, managerMaturity – Marketer, manager Decline – Customer relationship Decline – Customer relationship

management (CRM)management (CRM)

Leadership: Vision *Leadership: Vision *

Point A

Point B

The Business Cycle

* The Age of Paradox, Charles Handy, Harvard Business School Press, 1994

Leadership: VisionLeadership: Vision

Point A

Point B

The Business Cycle

Leader’sNew Direction

Insights on Insights on ManagementManagement

Eng R. L. NkumbwaEng R. L. Nkumbwa20102010

What is Management?What is Management?

We typically think of managers as We typically think of managers as bosses – as people who supervise bosses – as people who supervise others by the use of force or because others by the use of force or because of organizational structure, rules, or of organizational structure, rules, or procedure.procedure.

But our perspective now is on what But our perspective now is on what managers managers shouldshould be, which in the right be, which in the right situations make them also leaders. situations make them also leaders.

Mintzberg On ManagementMintzberg On Management Henry Mintzberg on what management Henry Mintzberg on what management

shouldshould be about: be about: ““Management is not about controlling people Management is not about controlling people

but about facilitating human collaboration.” *but about facilitating human collaboration.” *

* Henry Mintzberg, Managers Not MBAs, 2004, San Francisco: Berrett-Koehler

Kotter on ManagementKotter on Management Kotter says management too often is Kotter says management too often is

about coping with complexity:about coping with complexity: Focuses on details, order and consistency.Focuses on details, order and consistency. Focuses on short-term results.Focuses on short-term results. Focuses on eliminating risks.Focuses on eliminating risks. Focuses on efficiency and bottom-line values.Focuses on efficiency and bottom-line values.

Focuses on things and stuff, not people.Focuses on things and stuff, not people.

What Should Management Be?What Should Management Be? ““The skill of getting results with the The skill of getting results with the

cooperation of other people.” Peter cooperation of other people.” Peter DruckerDrucker

Key words:Key words: SkillSkill ResultsResults CooperationCooperation PeoplePeople

What Is Management?What Is Management? Skill - Skill - Management skills can be learned.Management skills can be learned. Results -Results - Politically defined Politically defined Cooperation - Cooperation - Cooperation is more Cooperation is more

productive than competition.productive than competition. People -People - People skills and people People skills and people

knowledge are more important than any knowledge are more important than any other skills or knowledge. other skills or knowledge.

What is Management?What is Management? ““Getting ordinary people to perform in an Getting ordinary people to perform in an

extraordinary way.” Peter Druckerextraordinary way.” Peter Drucker Performance:Performance:

AbilityAbility MotivationMotivation EnvironmentEnvironment

Performance is achieved through Performance is achieved through people, people, not process or technology.not process or technology.

PerformancePerformance

MotivationAbility

Environment

PerformancePerformance Ability:Ability:

Intelligence *Intelligence * LinguisticLinguistic Logical/mathematicalLogical/mathematical MusicalMusical Bodily/kinestheticBodily/kinesthetic SpatialSpatial InterpersonalInterpersonal IntrapersonalIntrapersonal NaturalistNaturalist Ethical/SpiritualEthical/Spiritual

Talent Talent Inherent--The Soul’s Inherent--The Soul’s

CodeCode OverratedOverrated

Skills Skills Learned through Learned through

repetition – practice repetition – practice (deliberate practice)(deliberate practice)

KnowledgeKnowledge Acquired domain Acquired domain

expertiseexpertise

* Intelligence Reframed, Howard Gardner, Basic Books, 1999

PerformancePerformance Motivation:Motivation:

Intrinsic (Internal satisfaction from doing the Intrinsic (Internal satisfaction from doing the job —preferred by creative people)job —preferred by creative people)

Extrinsic (External rewards such as money, Extrinsic (External rewards such as money, recognition —preferred by salespeople)recognition —preferred by salespeople)

Managers must know which appeals to which Managers must know which appeals to which person and manage accordinglyperson and manage accordingly

Environment:Environment: Core values and cultureCore values and culture Management styleManagement style Leadership styleLeadership style

Managing PerformanceManaging Performance

Managing performance is keeping Managing performance is keeping leadership/management style, core leadership/management style, core values, and culture values, and culture in alignmentin alignment.. A difficult balancing act that requires A difficult balancing act that requires

adaptability, flexibility, and taking adaptability, flexibility, and taking responsibility for results.responsibility for results.

The Rules Of Management The Rules Of Management Have ChangedHave Changed

The rules of management have changed The rules of management have changed because the game has changed.because the game has changed. The functions of management have changed.The functions of management have changed. The old functions of management were based The old functions of management were based

on a command-and-control model.on a command-and-control model.

The Old Functions of The Old Functions of ManagementManagement PlanningPlanning

YearlyYearly OrganizingOrganizing MotivatingMotivating ControllingControlling EvaluatingEvaluating

Usually yearly evaluations tied to a raise and Usually yearly evaluations tied to a raise and that led to planning for next year.that led to planning for next year.

The New Functions of The New Functions of ManagementManagement Strategic PlanningStrategic Planning

Flexible, adaptive, speed, agility, lean, green, Flexible, adaptive, speed, agility, lean, green, etcetc

Coordinating/AligningCoordinating/Aligning EmpoweringEmpowering Facilitating collaborationFacilitating collaboration CoachingCoaching

People SkillsPeople Skills Stanford Business School Study:Stanford Business School Study:

Re-interviewed members of class of 1968 in Re-interviewed members of class of 1968 in 1978 and 1988.1978 and 1988.

The results showed that the most successful The results showed that the most successful graduates had only two things in common:graduates had only two things in common:

They all graduated in the bottom half of the class.They all graduated in the bottom half of the class. They were all They were all popularpopular – had people skills– had people skills..

CaringCaring Sam Walton:Sam Walton:

““The way management treats the associates is The way management treats the associates is how the associates will then treat customers.”how the associates will then treat customers.”

Never forget this as a leader or manager.Never forget this as a leader or manager. The operative concept is The operative concept is caring caring – for – for

associates and customers.associates and customers. Leadership = Helping people get better.Leadership = Helping people get better.

Role model = a nurseRole model = a nurse

SummarySummary Leaders enlist dedicated followers and Leaders enlist dedicated followers and

create other leaders in the process.create other leaders in the process. Leaders demonstrate integrity, provide Leaders demonstrate integrity, provide

meaning, generate trust, and communicate meaning, generate trust, and communicate values.values.

Leaders Leaders humanelyhumanely push people to meet push people to meet challenging, often self-defined, goals.challenging, often self-defined, goals.

““Management and leadership is Management and leadership is notnot about about controlling people but about controlling people but about facilitating facilitating human collaborationhuman collaboration.”.” And, thus, managers become leaders.And, thus, managers become leaders.