CHAPTER 12 THE MANAGER AS A LEADER

Transcription

1 CHAPTER 12 pp smartboard.notebook CHAPTER 12 THE MANAGER AS A LEADER ANYONE CAN STEER THE SHIP, BUT IT TAKES A LEADER TO CHART THE COURSE 1

2 WHAT IS A LEADER? Manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization. BECOMING A LEADER IS A LOT LIKE INVESTING SUCCESSFULLY IN THE STOCK MARKET. IF YOUR HOPE IS TO MAKE A FORTUNE IN A DAY, YOU RE NOT GOING TO BE SUCCESSFUL. LEADERSHIP Ability to influence individuals and groups to achieve organizational goals. LEADERSHIP CHARACTERISTICS ARE PERSONAL QUALITIES RATHER THAN SPECIFIC WAYS THE MANAGERS BEHAVE. MANAGERS MAY HOLD THE TITLE; LEADERS HOLD THE POWER WHEN LEADERS SPEAK, PEOPLE LISTEN 2

3 HUMAN RELATIONS How well people get along with each other when working together. BEING IN POWER IS LIKE BEING A LADY... IF YOU HAVE TO TELL PEOPLE YOU ARE YOU AREN T. Margaret Thatcher SKILLS Self understanding attitude, opinions, relate to others. Understanding of others knowing workers, their needs. Communication listening is the most important skill. Team building teams take responsibility for work and pride themselves in results Developing job satisfaction match people with job. IT S MY JOB TO BUILD THE PEOPLE WHO ARE GOING TO BUILD THE COMPANY. John Schnatter, Papa Johns 3

4 POWER THE ABILITY TO CONTROL BEHAVIOR POSITION Power over those directly under you only. REWARD Ability to control by rewards/punishment. EXPERT Power given to people with superior knowledge about the work/job. IDENTITY Power given to people because others identify with and want to be accepted by them. THE VERY ESSENCE OF ALL POWER TO INFLUENCE LIES IN GETTING THE OTHER PERSON TO PARTICIPATE. ARE LEADERS BORN? WAS ABRAHAM LINCOLN A BORN LEADER? BY THE END OF HIS MILITARY SERVICE, ABRAHAM LINCOLN FOUND HIS RIGHTFUL PLACE, HAVING ACHIEVED THE RANK OF PRIVATE. 4

5 WHY IS LEADERSHIP IMPORTANT? Would you consider George Bush to be a leader? Why? Would you consider Bill Clinton to have been a leader? Why? In the words of Colin Powell, Leadership is not rank, privilege, titles, or money. It is responsibility. THEORY X PREFER DIRECTION LACK RESPONSIBILITY, MOTIVATION MOTIVATED BY MONEY, BENEFITS, FEAR OF PUNISHMENT NEED CLOSE SUPERVISION THEORY Y PREFER FLEXIBLE, ADAPTIVE LEADERSHIP SELF MOTIVATED, RELIABLE, CREATIVE THE LEADER FINDS THE DREAM AND THEN THE PEOPLE. THE PEOPLE FIND THE LEADER AND THEN THE DREAM. 5

6 LEADERSHIP STYLES GENERAL WAY A MANAGER TREATS AND SUPERVISES EMPLOYEES AUTOCRATIC DEMOCRATIC OPEN SITUATIONAL PEOPLE DON T CARE HOW MUCH YOU KNOW UNTIL THEY KNOW HOW MUCH YOU CARE. AUTOCRATIC LEADER One who gives direct, clear, and precise orders with detailed instructions as to what, when, and how work is to be done. Emphasis is on efficiency. Advantages: employees know what is expected; good in emergencies, good with temporary employees. Disadvantages: discourages employee ideas, leads to boredom, decline in work performance. YOU CAN T MOVE PEOPLE TO ACTION UNLESS YOU FIRST MOVE THEM WITH EMOTION. THE HEART COMES BEFORE THE HEAD. 6

7 DEMOCRATIC LEADER One who encourages workers to share in making decisions about their work and work related problems. Emphasis: Participative problem solving/decision making. Advantages: Open communication. Encourages employees to participate in planning work, solving work problems, and making decisions Disadvantages: Decision making is slow; often majority opinion not the most effective decision; minority opinions often not recognized. The stronger the relationship and connection between individuals, the more likely the follower will want to help the leader. OPEN LEADER Managers rely on employees to make the right decisions. Little or no direction to employees. Emphasis: Individual responsibility. Advantages : Works well for home based offices, off site offices, specialized job, experienced worker. Disadvantages : No managerial control over employees work, no cooperative decision making; effective teamwork more difficult. A TEAM DOESN T WIN THE CHAMPIONSHIP IF ITS PLAYERS HAVE DIFFERENT AGENDA. 7

8 SITUATIONAL LEADERSHIP One who understands employees and job requirements and matches his or her actions and decisions to the circumstances. EMPHASIS: Choice of leadership style based on competence and commitment of person being led. ADVANTAGES:Adapts to the experience and knowledge level of employee. DISADVANTAGES: THE BEST EXECUTIVE IS THE ONE WHO HAS SENSE ENOUGH TO PICK GOOD MEN TO DO WHAT HE WANTS DONE, AND SELF RESTRAINT ENOUGH TO KEEP FROM MEDDLING WITH THEM WHILE THEY DO IT. Theodore Roosevelt A GOOD MANAGER 1. Encourages employee participation/suggestions. 2. Keeps employees informed and shares employee ideas with upper management. 3. Works to build and maintain morale. 4. Is available to employees and easy to talk to. 5. Supports employee training and development. 6. Communicates effectively with employees. 7. Is considerate of ideas and feelings of others. 8. Makes changes when needed rather than relying on past practices. 9. Supports employees who are doing their best even when mistakes are made. 10. Shows appreciation/recognition for good work. People don t at first follow worthy causes... They follow worthy leaders who promote worthwhile causes. 8

9 CHAPTER 12 pp smartboard.notebook MANAGERS MUST BE OBJECTIVE, FAIR, AND CONSISTENT WHEN ENFORCING WORK RULES. THE ONLY THING THAT WALKS BACK FROM THE TOMB WITH THE MOURNERS AND REFUSES TO BE BURIED IS THE CHARACTER OF A MAN. THIS IS TRUE. WHAT A MAN IS SURVIVES HIM. IT CAN NEVER BE BURIED. J. R. Miller 9

10 It doesn't matter how many times you fail. It doesn't matter how many times you almost get it right. No one is going to know or care about your failures, and neither should you. All you have to do is learn from them and those around you because... All that matters in business is that you get it right once. Then everyone can tell you how lucky you are. ~Mark Cuban 10