The document contrasts the differences between leadership and management. It presents them on a grid based on the amount of change and different service offerings, with leadership emphasized more during times of considerable change and diverse offerings. Effective leadership requires skills like strategic thinking, customer focus, developing solutions, and emotional intelligence. Management is more important when change and diversity of offerings is low.

2. LEADERSHIP VS MANAGERSHIP
HI
CONSIDERABLE
LEADERSHIP
AND LITTLE
MGT
AMT OF
CHANGE
LITTLE
LDRSHIP/MGT
CONSIDERABLE
LDRSHIP AND
MGT
CONSIDERABLE
MGT
LITTLE
LDRSHIP
LO
HI
AMT OF DIFFERENT SERVICE
OFFERINGS/BUSINESS STRANDS

3. 





BUSINES EXPERTISE/COMPETENCE
THINKING AHEAD STRATEGICALLY
LISTENING TO AND ANTICIPATING CUSTOMER
DEMANDS
PLANNING TO MEET CUSTOMER DEMANDS
DEVELOPING CUSTOMER DRIVEN OFFERINGS AND
SOLUTIONS
TAKING OPPORTUNITIES TO IMPROVE SERVICES TO
CUSTOMERS.

4. 




UNDERSTANDING ONES OWN AND
OTHERS FEELINGS
LISTENING
BEING OPEN AND EMPATHETIC
SHARING FEELINGS
APPRECIATING OTHERS

5. 







Intrapersonal
self awareness
Self confidence
Self discipline
Interpersonalempathy,
optimism,
social responsibility

6. 






Stakeholder map in office relocation?
Who areWinners?
Losers?
Helpers?
Hinderers?
Neutral?

7. 


POWER CENTRESSOURCES OF POWER
LEVERS OF INFLUENCE
BUY IN FROM STAKEHOLDERS

8. 



LIFE AND PURPOSE
ROLE GOALS AND CONTRIBUTION
VALUES
PERSONAL GROWTH AND SELF
AWARENESS

9. 






BEING
KNOWING
DOING
THE TRANSITION CURVE
LEARNING OGANIZATIONS
HAVING A PERSONAL VISION
CREATING AN ORGANIZATIONAL VISION

10. CHANGE TRANSITION GRID
External environment
denial
commitment
past
future
resistance
exploration
Internal self

11. 










BPR
LEAN MANUFACTURING
TQM
ISO
BUSINESS EXCELLENCE
VALUES PROGRAMMES
BRANDING
CUSTOMER CARE
BALANCE SCORECARD
CULTURE CHANGE
COMPETENCY FRAMEWORK

12. 




Openly aggressive behavior
Passive aggressive behavior
Passive behavior
Assertive behavior
Collaborative behavior

13. 








Ingratiation
Exchange of benefits
Rationality
Upwards
Appeal
Coalitions
External consultants
Sharing a common vision
Role modelling