To be an effective leader, you must learn to recognize that in different organizational situations, the style of leadership may need to change to be successful. This presentation discusses what defines a performance-based organization and how to improve accountability and responsibility. Attendees receive guidance on how to set expectations, how to achieve continued efficiency from a highly-focused group, how to push an underperforming group to productivity and how to be an effective leader to tenured vs. millennial employees.

2. Joe Mazzeo
Integrated Lean and Quality Solutions, LLC
June 16, 2016
1
Defining Your Leadership Style
to
Lead a Performance Based Organization

3. Topics of Discussion
• History of Leadership
• Defining Effective Leadership
• Developing Your Leadership Skills
• Summary
Defining Your Leadership Style
2

4. Presentation Take-Aways:
• Learn about some of the basic traits / expectations and behaviors of
great leadership
• Identify the important leadership competencies you wish to improve
• Applying situational leadership to improve leadership performance
and support of your people
• Understanding strategies to improve your leadership style
• Developing your own leadership style and approach
3
Defining Your Leadership Style

5. Topics of Discussion
• History of Leadership
• Defining Effective Leadership
• Developing Your Leadership Skills
• Summary
Defining Your Leadership Style
4

6. Definition of Leadership:
Leadership is having a vision
and communicating it and having
it understood and implemented
by other people.
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Defining Your Leadership Style

7. History of Leadership Development
Aristotle
Philosopher
322 BC
Chester Barnard
President
New Jersey Bell
1938
Joseph M. Juran
Q Management / Author
1958
John Maxwell
Author
1990-2000’s
Lao Tzu
Philosopher
571 BC
Sun Tzu
General
497 BC
Peter Drucker
Researcher/Author
1942
Tom Peters
Researcher/Author
1980’s
Workers are:
- Lazy
- Untrustworthy
- Need to be controlled
- Not valued
Workers are:
- Motivated
- Dependable
- Empowered
- Most valuable asset
Leadership Thinking
About Employees
Evolves
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Defining Your Leadership Style
TIME

8. Leadership Development
• Effective leadership performance is important
across all types and sizes of organizations
• Example:
- In U.S. there are over 300K manufacturing companies
- 90% employee 100 people or less
- Most are not OEMs – but Tier 2/3 suppliers and Small Shops
• So whether 10 or 1000 employees in a company, employees are looking for
the same thing from their management:
Effective Leadership!
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Defining Your Leadership Style

9. Who Are Some Leaders You
Admire?
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Defining Your Leadership Style

10. 9
Effective Leaders
Winston Churchill
Vince Lombardi
Gandhi
Nelson Mandela
Margret Thatcher
Defining Your Leadership Style

11. • We recognize “perceived” leaders in the media
• But what about leaders who have affected your
perspective on leadership?
• Never hear about “day to day” leaders
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Effective Leaders
Defining Your Leadership Style

12. 11
Effective Leaders……..Such as:
Donna Clancy
Executive Director (Retired),
SCAMP
Aaron Feuerstein
Past President, Malden Mills
Beverly Tatum
President (Retired), Spelman College
Harry Gordon Selfridge
Selfridge Department Stores
Defining Your Leadership Style

13. 12
General Armstrong Custer
Dr. Evil
(Austin Power Movies)
Neville Chamberlain
Herbert Hoover
Franklin M. Heart
(9 to 5 Movie)
Miranda Priestly
(Devil Wears Prada Movie)
Poor Leaders
Defining Your Leadership Style

14. Topics of Discussion
• History of Leadership
• Defining Effective Leadership
• Behaviors of a Great Leader
• How to Develop Your Leadership
• Summary
Defining Your Leadership Style
13

15. 14
Defining Your Leadership Style
Autocratic
Democratic
Commanding
Logical
VisionaryEffective
Dictatorial
Maintenance
Successful
Inspirational
STYLES OF
LEADERSHIP

16. 15
Defining Your Leadership Style
Autocratic
Democratic
Commanding
Logical
VisionaryEffective
Dictatorial
Maintenance
Successful
Inspirational
Regardless of
Leadership Style
How adaptive is your
leadership when
dealing with the issues
you face?

17. Establishing / Reinforcing
Expectations
Requiring Appropriate
Behaviors
Developing
Competencies /
Skills
Achieving ResultsEffective Leadership Involves
Establishing and
Communicating the Vision
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Defining Your Leadership Style

18. Behaviors of a Leader
• Committed to excellence
• Confident
• Keen desire to win / Action oriented
• Integrity / Honesty / Trustworthiness
• Willing / Able to make hard decisions
• Business Sense
• Keeps promises and commitments
• Fairness and consistency
• Able to develop effective relationships and partnerships
• Authentic with humility and grace
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Defining Your Leadership Style

19. Leadership vs. Results
Results
Leadership Style
Ineffective
Highly
Effective
0 100 %
Strive To Be Here
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20. 19
Leadership vs. Results
Results
Leadership Style
Ineffective
Highly
Effective
0 100 %
Strive To Be Here

21. Topics of Discussion
• History of Leadership
• Defining Effective Leadership
• Developing Your Leadership Skills
• Summary
Defining Your Leadership Style
20

22. 21
So How Do You Become
a
Great Leader?
Defining Your Leadership Style

23. Leadership Development
• Training classes
• Advanced degrees (MBA)
• Executive development programs
• Reading books
• Self Evaluation and Feedback
• Observing other Leaders
• Developing Competencies
• Situational Leadership
• Mentoring
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Defining Your Leadership Style

24. What are Leadership Competencies?
 Leadership competencies are leadership skills and behaviors that
contribute to superior performance
 Used to develop current and next generation of leaders
 Leadership competencies and skill development drives improve
leadership
 Leadership competencies change as the business environment and
needs change
Defining Your Leadership Style
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25. Leadership Competency Development
The Lominger Competencies
Defining Your Leadership Style
24

26. FYI – For Your Improvement*
 Written by: Michael Lombardo &
Robert Eichinger
 Developers of the Lominger Competencies
 Purpose of the Lominger
Competencies is to help a person
improve their personal
performance and leadership skills
*FYI – For Your Improvement
Michael Lombardo / Robert Eichinger
January 2004 – Fourth Edition
Lominger International
25

27. 26
What is Lominger Competency?
 Lominger Competency address three basic leadership
and talent management needs:
- Strategic and organizational alignment
- Leadership and executive development
- Talent and performance management
 There are 67 competencies
 Use of the Lominger Competencies can lead
to job success.
 Create long-term human capital competitive advantage.
Defining Your Leadership Style
*FYI – For Your Improvement
Michael Lombardo / Robert Eichinger
January 2004 – Fourth Edition
Lominger International

28. 1. Strategic Skills
2. Dealing with Ambiguity 30. Intellectual Horsepower
5. Business Acumen 32. Learning on the Fly
14. Creativity 46. Perspective
17. Decision Quality 51. Problem Solving
24. Functional / Technical Skill 58. Strategic Agility
28. Innovation Management 61. Technical Learning
LOMINGER COMPETENCIES
Defining Your Leadership Style
27

29. 2. Operating Skills
16. Timely Decision Making 47. Planning
18. Delegation 50. Priority Setting
19. Developing Direct Reports 52. Process Management
20. Directing Others 59. Managing Through Systems
27. Informing 62. Time Management
35. Managing and Measuring 63. Work Systems(Lean/ISO/etc)
Work
39. Organizing
LOMINGER COMPETENCIES
Defining Your Leadership Style
28

30. 3. Courage
9. Command Skills
12. Conflict Management
13. Confronting Direct Reports
25. Hiring and Staffing
34. Managerial Courage
56. Sizing Up People
57. Stand Alone
LOMINGER COMPETENCIES
Defining Your Leadership Style
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31. 4. Energy and Drive
1. Action Oriented
43. Perseverance
53. Drive For Results
LOMINGER COMPETENCIES
Defining Your Leadership Style
30

32. 5. Organizational Positioning Skills
6. Career Ambition
8. Comfort Around Higher Management
38. Organizational Agility
48. Political Savvy
49. Presentation Skills
67. Written Communications
LOMINGER COMPETENCIES
Defining Your Leadership Style
31

33. 6. Personal and Interpersonal Skills
3. Approachability 36. Motivating Others
4. Boss Relationships 37. Negotiating
7. Caring About Direct Reports 40. Dealing with Paradox
10. Compassion 41. Patience
11. Composure 44. Personal Disclosure
15. Customer Focus 45. Personal Learning
21. Managing Diversity 54. Self-Development
22. Ethics and Values 55. Self-Knowledge
23. Fairness to Direct Reports 60. Building Effective Teams
26. Humor 64. Understanding Others
29. Integrity and Trust 65. Managing Vision and Purpose
31. Interpersonal Savvy 66. Work/Life Balance
33. Listening
LOMINGER COMPETENCIES
Defining Your Leadership Style
32

34. 33
How Does a Lominger Competency Work:
For every competency there is:
 A description of the competency in terms of being:
- Skilled
- Unskilled
-Overused Skill
 Possible causes to poor performance
 Remedies for improvement
Defining Your Leadership Style
*FYI – For Your Improvement
Michael Lombardo / Robert Eichinger
January 2004 – Fourth Edition
Lominger International

35. How Does a Lominger Competency Work
Example:
LC # 60 - Building Effective Teams:
- Skilled
- Overused Skills
- Overused Skills
Defining Your Leadership Style
34

36. LC # 60 – Building
Effective
Teams
Skilled:
- Blends people into teams when needed
- Lets people finish and be responsible for their work
- Defines success in terms of the whole team
- Creates a feeling of belonging in the team
Competency Description Example
35

37. LC # 60 – Building
Effective
Teams
Skilled:
- Blends people into teams when needed
- Lets people finish and be responsible for their work
- Defines success in terms of the whole team
- Creates a feeling of belonging in the team
Overused Skills
- May not treat others as unique individual
- May slow down process - everything debated
- May not develop individual leaders
- May not provide take-charge leadership during tough times
Competency Description Example
36

38. LC # 60 – Building
Effective
Teams*
Skilled:
- Blends people into teams when needed
- Lets people finish and be responsible for their work
- Defines success in terms of the whole team
- Creates a feeling of belonging in the team
Overused Skills
- May not treat others as unique individual
- May slow down process - everything debated
- May not develop individual leaders
- May not provide take-charge leadership during tough times
Competency Description Example
37
Underused Skills
- Unable to assemble, build or manage a team
- Manages people on a one-on-one basis
- Does not manage in a way that creates a team morale
- Does not have the skills to build a team
* Partial list

39. 38
*Example – Production Floor Manager Capabilities
1. Strategic Skills
- Understanding the Business
-
- Functional / Technical Skills
- Problem Solving
2. Operating Skills
- Getting Work Done Through Others
- Managing and Measuring Work
3. Courage
- Dealing With Trouble
- Managerial Courage
4. Energy and Drive
- Drive for Results
5. Organizational Positioning Skills
- Organizational Agility
6. Personal and Interpersonal Skills
- Caring About Direct Reports
- Customer Focus
- Inspiring Others / Building Effective Teams
- Integrity and Trust
- Self-Development
- Work/life Balance* Based on Lominger Competencies
Defining Your Leadership Style

40. 39
Leadership Development and Capability
First Line Supervisor Owner / CEO
• Level of authority changes
• Roles and responsibilities may be different
• Basic leadership skills remain the same
• Leadership competencies may change
Defining Your Leadership Style

41. 40
Situational
Leadership
Defining Your Leadership Style

42. 41
Defining Your Leadership Style
Autocratic
Democratic
Commanding
Logical
VisionaryEffective
Dictatorial
Maintenance
Successful
Inspirational
STYLES OF
LEADERSHIP

43. 42
Defining Your Leadership Style
Autocratic
Democratic
Commanding
Logical
VisionaryEffective
Dictatorial
Maintenance
Successful
Inspirational
Instead of Style
of Leadership…
……. Focus on
Becoming a Situational
Leader

44. 43
Defining Your Leadership Style
 Effective leadership assesses an
organization’s level of
development / maturity
 Utilize matching leadership style
 If the leadership approach does
not match an organization’s
needs -
- high probability that group will not reach maximum
productivity
 Leadership styles need to adapt based on the urgency of the
task to be accomplished.

45. Defining Your Leadership Style
Situational Leadership II
The Ken Blanchard Companies
2011
44

46. • Asking
• Reassuring
• Facilitating self-reliant
problem solving
• Collaborating
• Encouraging feedback
• Appreciating
• Allowing/trusting
• Confirming
• Empowering
• Affirming
• Acknowledging
• Challenging
• Exploring/asking
• Explaining / clarifying
• Redirecting
• Sharing feedback
• Encouraging
• Praising
• Defining
• Planning/prioritizing
• Orienting
• Teaching/showing
and telling how
• Checking / monitoring
• Giving feedback
Defining Your Leadership Style
Situational Leadership II
The Ken Blanchard Companies
2011
45

47. S1 Directing
• Defining
• Planning/prioritizing
• Orienting
• Telling how
• Checking / monitoring
• Giving feedback
Defining Your Leadership Style
Situational Leadership II
The Ken Blanchard Companies
2011
46

48. S2 Coaching
• Explaining / clarifying
• Redirecting
• Sharing Feedback
• Encouraging
• Praising
Defining Your Leadership Style
Situational Leadership II
The Ken Blanchard Companies
201147

49. S3 Supporting
• Asking
• Reassuring
• Facilitating / problem
solving
• Collaboration
• Encouraging Feedback
• Trusting
Defining Your Leadership Style
Situational Leadership II
The Ken Blanchard Companies
2011
48

50. S4 Delegating
• Trusting
• Empowering
• Affirming
• Acknowledging
• Challenging
Defining Your Leadership Style
Situational Leadership II
The Ken Blanchard Companies
2011
4949

51. Situational Leadership
 Combines a mix of behaviors in different amounts based on
need of the organization:
- At various stages of development
- When moving from one culture to another
- Level of urgency
- Complexity of issues
 Will make you a better leader
Defining Your Leadership Style
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52. 51
Leadership
Mentoring
Defining Your Leadership Style
51

53. 52
Leadership Mentoring
 Has someone helped you in
your career?
 Provided you feedback and recommendations?
 How did you benefit?
Defining Your Leadership Style
52

54. 53
Defining Your Leadership Style
Leadership Mentoring
Mentoring Benefits
 Receive honest and constructive
feedback
 Areas of leadership strength and opportunities identified
 Understand organizational and leadership dynamics
 Knowledge gained from another person’s experiences
 Ultimately improves leadership skills and capability

55. 54
Defining Your Leadership Style
Leadership Mentoring
1. Selecting a mentor:
 A trusted leader
 Respected for achievement / Delivering results
 Provides honest / candid feedback and recommendations
2. Ask prospective mentor for help and guidance:
 Explain why you selected this person

56. 55
3. Develop clear goals:
 Time and frequent of meeting
 What you want to achieve (goals)
 Confidential discussions
4. Develop action plans for each goal
5. Develop and sign a “mentoring contract”
 Agreement on how mentoring process will work
 Commitment
6. Execute and monitor the plan
Defining Your Leadership Style
Leadership Mentoring
55

57. Topics of Discussion
• History of Leadership
• Defining Effective Leadership
• Developing Your Leadership Skills
• Summary
Defining Your Leadership Style
56

58. You Are a Good Leader When Employees
• Have confidence in each other’s skills
• Believe they can count on each
other / hold accountable
• Listen to one another’s ideas and opinions
• Comfortable admitting failure
• Honor agreements
• Provide each other honest feedback / learn from it
• Publicly recognize one another’s significant contributions
• Deliver Results
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Defining Your Leadership Style

59. 58
Defining Your leadership Style
• Everyone’s leadership style is individually
based
• Develop your leadership style so that it complements who you are
• Become a situational leader
- Best leadership approach
• Use leadership tools available to you to help people succeed
• Great leadership behavior will have positive effects
• Great leadership leads to great results!
Defining Your Leadership Style

60. Effective Leadership is a Journey
• Time
• Practice
• Observation
• Learning from mistakes
• Personalize your leadership style
Enjoy the journey along the way!
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Defining Your Leadership Style

61. About Joe Mazzeo
• Owner of Integrated Lean and Quality Solutions, LLC
• Broad global experience in manufacturing and quality
• Providing Leadership, Lean Manufacturing and Quality Management services
• Member of: ASQ / SME / SEMA
Thank You!
VIST www.ILQSolutions.com for additional information
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Defining Your Leadership Style