IT Leadership and Management: Strategies for Success

21st Annual Minnesota Government Information Technology Symposium

Presented by:

Ruffin Veal III, President, Ruffin Veal & Associates, Inc.

Leadership vs. Management

“Leaders are people oriented, whereas managers are task oriented. Leaders

inspire, whereas managers organize.”

The Realities of Management: A View from the Trenches.

Royce L. Callaway

“Anybody can lead a horse to water but it takes a manager to make him drink.”

Ruffin Veal III

Topics of Discussion

4 Primary Success Strategies Responsibilities of Management Responsibilities of Leadership Primary Factors of each Responsibility Primary Activities for each responsibility Overview of Successful Leadership Conclusions Q & A

Management and Leadership

4 Primary Success Strategies Creating an Agenda Developing a Team Execution of the Agenda Evaluation of the Outcome

Responsibilities ofManagement Leadership

Planning and Budgeting

Organizing and Staffing

Controlling and Problem Solving

Producing a degree of predictability & order

Establishing Direction

Aligning People Motivating and

Inspiring Producing change

Success StrategyCreating an Agenda

Management vs. Leadership Planning and Budgetin

g Establishing detailed steps and timetables for achieving needed results, and then allocating the resources necessary to make that happen.

Establishing Direction Developing a vision of the future and strategies for producing the change needed to achieve that vision.

Success StrategyDeveloping a Team

Management vs. Leadership Organizing and Staffing

Establishing some structure for: Accomplishing plan, Staffing structure, Responsibility/authority, Policies/procedures and Monitoring the process.

Aligning People Communicating the direction by words and deeds to all those whose cooperation is needed to influence the creation of teams that understand the vision/strategies and accept their validity.

Success StrategyExecution of the Agenda

Management vs. Leadership Controlling and

Problem Solving Monitoring results vs. plan in some detail, identifying deviations, and then planning and organizing to solve these problems.

Motivating and Inspiring Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic, but unfulfilled, human needs.

Success StrategyEvaluation of the OutcomeManagement vs. Leadership

Management Agenda Produces a degree of predictability and order, has the potential of consistently producing key results expected by various stakeholders.

Leadership Agenda Produces change, often to a dramatic degree, and has the potential of producing extremely useful change.

Leadership

“Leadership is the art of accomplishing more than the science of management says is possible.”

“A Leadership Primer”General Colin PowellChairman (Ret), Joint Chiefs of Staff

Overview of Successful Leadership

Leader Qualities Leader Functions Effective Leaders Factors Contributing to Leader Success Leadership Styles

Leader Qualities

1. Intellectually stimulates

2. Energetic

3. Self-confident

4. Assertive

Leader Qualities

5. Dominant

6. Motivator

7. Honest

8. Charismatic

Leader Qualities

See how different aspects fit together to form the whole;

seek out alliances and opportunities; have a positive effect that influences

others to get involved; self-confidence helps others believe in

their own abilities; and places emphasis on empowerment and

freedom.

Leader Functions

Social-emotional role: listening, acknowledging, team building, supporting, and conflict resolution.

Task function: role clarification, skills maximization, and achievement of goals.

Effective Leaders

Form a connection between the subordinate and organizational goals.

More concerned with job satisfaction and path to rewards.

Factors Contributing to Leader Success

1. Subordinate characteristics:

- level of subordinate achievements;

- subordinate needs;

- abilities and aptitude.

Factors Contributing toLeader Success

2. Environmental Factors:

- appropriateness of leadership style;

- task clarity, urgency and subordinate empathy;

- qualifications and knowledge impact confidence and loyalty;

- being in the right place at the right time.

Leadership Styles

1. Autocratic:

- leader solves problems and makes decisions;

- subordinates are not part of the decision-making process.

Leadership Styles

2. Consultative:

- share problems and gets input;

- input may or may not influence decisions;

- retains decision-making role.

Leadership Styles

3. Group:

- shares problems and obtains input;

- seeks consensus;

- accepts group decisions.

Conclusions

Management is task orientated and detail focused.

Leadership is people oriented and “Big Picture” focused.

4 primary Success Strategies Creating an Agenda Developing a team Execution of the Agenda Evaluation of the outcome

Conclusions

8 Primary Leadership Qualities Intellectually Stimulates Energetic Self-Confident Assertive Dominant Motivator Honest Charismatic

Conclusions

3 Primary Leadership Styles Autocratic Consultative Group

Q and A

Questions from the Audience

Additional Information/Resources

Website: http://ruffin_veal.tripod.com/

ManagementPlanning and Budgeting

Primary Function To help produce predictable results on important dimensions (e.g., being on time and on budget) by planning for those results.

Activity Deductive process. Developing a detailed map of how to achieve the results expected by shareholders (clients, users) along with timetables consisting of what, when, who and costs involved.

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LeadershipEstablishing Direction

Primary Function To produce changes needed to cope with changing business environment by establishing a direction for change.

Activity Inductive process. Developing a vision which describes key aspects of an organization in the future along with a strategy for achieving that future state.

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ManagementOrganizing and Staffing

Primary Function Create an organization that can implement plans, and thus can produce predictable results on important dimensions.

Activity A Process of organizational design involving judgments about “fit”. Structure to plan, part of plan to individual, compensation to plan and people, tasks to individual skill set.

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LeadershipAligning People

Primary Function Getting people lined up behind a vision and set of strategies so as to help produce the change needed to cope with a changing environment.

Activity In as clear and credible way as possible, get people to understand and believe the vision/strategies by communicating with the individuals needed to make that direction a reality.

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ManagementControlling and Problem Solving Primary Function

To minimize deviations from plan and thus help produce predictable results on important dimensions.

Activity Monitoring Results vs. Plan in some detail, by means of control mechanisms (reports, meetings), identifying deviations and then planning and organizing to resolve those deviations.

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LeadershipMotivating and Inspiring

Primary Function To energize people to overcome major obstacles toward achieving a vision, and thus to help produce the change needed to cope with a changing environment.

Activity Satisfying very basic human needs for achievement, self-esteem, belonging, recognition, living up to one’s ideals, thereby creating an unusually high energy level in people.

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