Leadership and Management Skills

Transcription

1 Leadership and Management Skills Fred Gratto Santa Fe College Technical skills and experience are the cost of getting into the game. However, what separates the extraordinary from the ordinary are people skills. The ability to get along with people and form effective relationships will lead to success. Phil Cox, Cornell University 1

2 Today s Discussion Define Leadership and Management Power and Influence Theory and Perspective Define a Strong Workplace Application Management vs. Leadership Manage things--lead people Management and leadership serve different functions. The former keeps things under control, while the latter launches you into a shifting future. Too many organizations are managed and not led. John Kotter 2

3 Role of Management and Leadership Management Planning/budgeting Organizing/staffing Controlling/problem solving Leadership Establishing direction Aligning people Motivating/Inspiring Results of Management vs Leadership Management Predictability Short-term results Status quo Leadership Produces change Affects the culture Staff development 3

4 Reflections on Leadership Leaders establish the vision for the future and set the strategy for getting there; they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there. John Kotter Leadership is a highly personal task. You can t coach from the pressbox. Don Shula Be Involved Be Real Be An Inspiration Types of Power Position Coercive Reward Expert Information Charisma 4

5 Power Position Power Inherent within the organizational structure, like authority Power remains with the position when incumbent leaves Amount of power is determined by the level of the position Leader and follower must agree that it exists for it to be effective Power Coercive Power Ability to punish unwanted behavior Implies use of threat of punishment or withholding of reward Does not encourage desired behavior A negative thing--to be used only when all else fails Power Reward Power Power to assign or withhold rewards based on behavior (ie, pay, promotion, status, praise, attention, recognition) Follower must see a clear and strong link between behavior and reward Leader must make clear the behavior to be rewarded and the reward to be gained 5

6 Power Expert Power Derived from special skill, knowledge, ability and experience Allows a new person to gain influence Followers must believe that: Knowledge is accurate Knowledge is relevant and useful Leader is, in fact, an expert More About Power Information Power Comes from possession of important information Is necessary for the organization to function One Last Power Charisma Power Power to influence others by force of character (charisma) Earned by serving high principles, ie, honesty, loyalty, caring for others Follower wants to be like leader Leader may be inferior to follower in many other ways, ie, skill, knowledge, strength Charismatic leaders most often are individualistic and respected by followers 6

7 Leadership Theories McGregor s Theory X and Theory Y Blake & Mouton s Management Grid Maslow s Hierarchy of Needs Greenleaf s Servant Leadership Theory X and Theory Y Theory X asserts that people are: Lazy Self-centered Gullible Resistant to Change Lacking Ambition Averse to responsibility Theory Y asserts that people are: Motivated Capable of responsibility and development Ready to direct behavior toward organizational goals X or Y? The man on the job is insignificant. All that matters is whether or not he can do the job as assigned. Frederick Taylor, 1911 Hawthorne Studies, 1930 As you make your rounds, try leaving little rose petals of appreciation that will bloom into better relationships the next time you come around. Dale Carnegie,

8 The Managerial Grid (Blake and Mouton) Maslow s Hierarchy of Needs Servant Leadership Ten Critical Characteristics Listening Conceptualization Persuasion Foresight Empathy Stewardship Healing Awareness Commitment to growth of people Building community - Robert Greenleaf 8

9 Executive responsibility involves assisting the people down the line to be successful. The boss in any organization is the first assistant to those who report to him. J. Reilly If you don t know what makes your people tick, they won t tick. anon If you don t understand that you work for your mislabeled subordinates, then you know nothing of leadership you know only tyranny. Dee Hock, founder of Visa Leadership Density Leadership is needed for organizational change/ transformation Single leader has limited impact Sustained improvement -- leadership density you have backups throughout organization 9

10 First Break All The Rules Marcus Buckingham and Curt Coffman Interviews with over 80,000 leaders in over 400 companies All identified as the best What the best leaders do differently than mediocre leaders Defining a Strong Workplace Do I know what is expected of me? Do I have materials and equipment to do my work right? At work, do I have the opportunity to do what I do best everyday? Defining a Strong Workplace In the last 7 days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? 10

11 Defining a Strong Workplace Does the mission/purpose of my company make me feel my job is important? Are my coworkers doing quality work? Do I have a good friend at work? In the last six months, has someone at work talked to me about my progress? Show Appreciation! Gostick & Elton 200,000 interviewed people The missing ingredient/the hidden accelerator Got high moral? 94.4% cite their bosses Quit your job? 79% cite lack of appreciation Got low morale? 56% blame their boss Solution 1)be specific, 2)be frequent, 3) be sincere FG be a blessing CASE STUDIES 11

12 Questions 1.How is management demonstrated? 2.How is leadership exhibited? 3.Describe how power is used. 4.What characteristics of a strong workplace are shown? 5.How can YOU use what you learned to change your work place? Attitude By Charles Swindoll The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. I am convinced that life is ten percent what happens to me and ninety percent how I respond to it. And so it is with you. We are in charge of our attitudes. Paradoxical Commandments of Leadership Kent M. Keith People are illogical, unreasonable and self-centered. anyway. If you do good, people will accuse you of selfish, ulterior motives. anyway. If you are successful, you win false friends and true enemies. anyway. The good you do today will be forgotten tomorrow. anyway. Honest and frankness make you vulnerable. Be and anyway. People favor underdogs but follow top dogs. a few anyway. What you spend years building may be destroyed overnight. anyway. The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest minds. Think anyway. People really need help but may attack you if you do help them. anyway. Give the world the best you have and you ll get kicked in the teeth. Give the world the anyway. 12