In this section, we'll discuss:

• Difference Between Managers and Leaders

• Democratic Leadership

• Laissez-Faire Leadership

• Entrepreneurial Leadership

• Transactional Leadership

• Transformational Leadership

Let's now discuss the difference between management and leadership - and why you need both to be successful. Management is about getting things done, while leadership is about motivation and alignment.

Autocratic leadership:

• Decision-making powers centralized

• Dictator leadership

• Do not entertain suggestions

• Do what I say

• Provides strong motivation to managers

• Get things done

• Fear of retribution

Democratic leadership includes:

• Consultative: Consultation before decisions are taken

• Persuasive: Leader makes decisions and seeks to persuade others

Laissez-Faire leadership means:

• Leader does not actually lead

• Leaves the group alone

• Leader allows maximum freedom

• People are given a free hand deciding policies and methods

  
  

In this section, we'll discuss the entrepreneurial style of leadership:

• Charismatic personality inspires others

• Stronger interest in dealing with customers than employees

• Strong dislike for bureaucratic rules and regulations

• Anxiety to consolidate business gains as quickly as possible

Transactional Leadership includes:

• Leaders and followers are in some type of exchange relationship in order to get needs met

• Rewards and punishments

• Passive management

Transformational Leadership is a more desired approach to leadership and includes:

• Leadership is proactive

• Works to change the culture by implementing new ideas

• Employees achieve objectives through value creation

• Motivates followers by encouraging group interests

We covered much in this section, including:

• Difference Between Managers and Leaders

• Democratic Leadership

• Laissez-Faire Leadership

• Entrepreneurial Leadership

• Transactional Leadership

• Transformational Leadership

Leadership Thoughts and Theories in this section:

• Trait Theory

• Managerial Grid

• Contingency theory

• Likert's Management Systems

• Situational Leadership

• Path-Goal Theory

• Hersey and Blanchard's Situational Leadership

• Participative Leadership

The Trait Theory posits that leaders are born with certain traits:

• Initiative

• Tenacity

• Decision-making skills

• Flexibility

• Creativity

• Charisma

• Emotional intelligence

• Drive

• Confidence

• Honesty

The managerial grid outlines four types of management styles:

• Indifferent: low concern for people and production

• Accommodating: high concern for people; low concern for production

• Dictatorial: rules and punishments to achieve goals

• Status quo: the balance between company goals and workers' needs

Contingency Theory includes:

• No best way to lead or to make decisions

• Action is contingent upon the situation

• Leader applies own style of leadership to the right situation

• Behavior depends upon the situation

In this lecture, we'll explore the Likert's Management Systems:

• Rensis Likert developed in the 1960s

• Observations of employee-manager relationships

• Four systems are designed dynamics between individuals

• Explore soft management skills

The Path Goal Theory includes these concepts we'll discuss in this lecture:

• Vroom’s Expectancy Theory

• Defines Goals

• Clarifies path

• Removes Obstacles

• Provides support

Hersey and Blanchard's Situational Leadership covers the ideas of:

• Directing

• Coaching

• Delegating

• Supporting

There are four types of participative decision making we'll discuss in this lecture:

• Democratic

• Consensus

• Collective

• Autocratic

We covered many topics in this section on leadership, including:

• Trait Theory

• Managerial Grid

• Contingency theory

• Likert's Management Systems

• Situational Leadership

• Path Goal Theory

• Hersey and Blanchard's Situational Leadership

• Participative Leadership

This is a large section that really digs into your leadership style, including:

• A Personal Inventory

• Modeling the Way

• Inspiring a Shared Vision

• Challenging the Process

• Enabling Others to Act

• Encouraging the Heart

• Leadership Management Framework

• Managing as a Leader: Delegation

• Leading to a Vision

• Systems Thinking

• Managing Relationships

A personal inventory begins with three questions:

• What abilities are able to influence followers and bring them to accept the leader’s vision as their own?

• Which of these qualities do you possess?

• Which of these qualities do you need to develop?

Modeling the way includes:

• The best leaders are examples for others

• Leaders up-front

• Accountable if something goes wrong

• Never blames followers

A crucial part of leadership is Inspiring a shared vision. This includes:

• Key to leadership is to inspire a shared vision

• You must develop the vision

• Absolutely clear in the vision

• Live it before (and so) others can see it

Challenging the process is the message of this lecture. We'll discuss:

• Look for opportunities to change, grow, innovate and improve

• No reward without risk

• Be willing to experiment, take risks, and learn from mistakes

• Ask questions, even if you fear the answers

As a leader, you must enable others to act. In this lecture, we'll discuss:

• Enable others to act responsibly

• Not encourage bad worker habits

• Rewarding bad performance

• Overlooking mistakes

• Leaders empower others to work successfully

• Define success

• What does DONE look like?

Leaders work to encourage the heart. But what does this mean? In this lecture, I'll discuss this concept and:

• Employees, workers and followers are not robots

• We have intellect and emotions

• You cannot program loyalty

There is a framework for leadership and that's the point of this lecture. We'll discuss the ideas of how involved a leader should be, can be, and what circumstances affect the involvement.

Managing as a leader means you need delegation. In this lecture, we'll discuss:

• Define the task

• Select the individual

• Assess ability and training needs

• Explain why

• State required results

Leaders need a vision to lead others. This lecture discusses:

• It's false! Leaders are not necessarily a visionary, and the team works to create the vision

• Not the way to motivate people

• A shared vision helps build commitment

• Group determines how muchsupport they needand where they will get it

What is systems thinking? In this lecture, we'll discuss:

• Encompasses theories that explain the flow of activity at work

• Visualize how systems can become more effective

• Align ourselves with larger processes

Much of leadership is about managing relationships. We'll discuss:

• What coaching is

• One-on-one mentoring

• Helps people develop their skills

• Set goals

• Understand the company’s success

• A way of telling the truth

• Confronting tough issues

• Using language to inspire

This section covered many aspects of leadership, including:

• A Personal Inventory

• Modeling the Way

• Inspiring a Shared Vision

• Challenging the Process

• Enabling Others to Act

• Encouraging the Heart

• Leadership Management Framework

• Managing as a Leader: Delegation

• Leading to a Vision

• Systems Thinking

• Managing Relationships

How others see you, their perception of you affects your ability to lead. In this section, we'll discuss:

• Fifteen Steps for Dealing with Upset People

• Meeting Management Secrets

• Secrets of Public Visibility

In this lecture, we'll discuss 15 steps to deal with upset people.

Meetings are one of the most common places where people will shape their opinion of you. Be prepare! This lecture includes:

• Get an agenda before each meeting and a set of minutes afterward

• Request to add to agenda if necessary

• Read reports beforehand

• Scan them quickly

• Write down questions and look for answers

• Read conclusions, summaries, and recommendations first

• Highlight sections you for reference

In this lecture, I'll discuss the secrets of appearing confident and poised as a leader, including:

• Dress in a professional manner

• Walk to the podium with confidence

• Stand tall behind the podium

• Look at the audience and pause before you start to speak

• Project your voice to speak with authority

• Convey dynamism

• Begin with a powerful introduction

• Establish your credibility early

• Leave the podium with a confident, purposeful gait

Great job completing this brief course on leadership. We discussed:

• Defining Leadership

• Management and Leadership

• Leadership Thoughts and Theories

• Your Leadership Style

• Secrets of Public Leadership