Improving Your Managerial Effectiveness FEW NTP2015

Transcription

1 Improving Your Managerial Effectiveness FEW NTP2015

2 How We Think, Left Brain vs. Right Brain Left Brain Sees things as black and white Just give us the facts, ma am. Right Brain Sees options everywhere Walk AND chew gum

3 What Makes a Good Leader? Good supervisors: Avoid acting superior Avoid throwing their weight around Avoid making boastful statements Don t make mean/cutting remarks

4 What Makes a Good Leader? Good supervisors: Give orders clearly, calmly, with confidence Never accuse until they know the facts Listen to their employees Tell it like it is Show appreciation for a good job Remain firm, fair, and friendly

5 Directive Style vs. Supportive Style Two main leadership styles: Directive Style Concerned with getting the job done Comfortable with making decisions Tell others what is expected Supportive Style Emphasizes building relationships Comfortable explaining their decisions Share ideas and responsibilities

6 The Situational Leadership Model The Situational Leadership Model Paul Hersey, California Center for Excellence Model based on amount of: Direction (task behavior) Support (relationship behavior)

7 The Situational Leadership Model

8 S1 The Situational Leadership Model Telling Guiding Directing Establishing S2 S3 S4 Selling Explaining Clarifying Persuading Participating Encouraging Collaborating Committing Delegating Observing Monitoring Fulfilling

9 Situational Leader Effectiveness Self Evaluation Alternative Actions Situation 1 A B C D 2 A B C D 3 A B C D 4 A B C D 5 A B C D 6 A B C D 7 A B C D 8 A B C D 9 A B C D 10 A B C D 11 A B C D 12 A B C D

10 Situational Leader Effectiveness Self Evaluation Situation 1 Your employees are not responding lately to your friendly conversation and obvious concern for their welfare. Their performance is declining rapidly. Alternative Actions You would: a) Emphasize the use of uniform procedures and the necessity for task accomplishment b) Make yourself available for discussion but not push your involvement c) Talk with employees and then set goals d) Intentionally not intervene

11 Situational Leader Effectiveness Self Evaluation Situation 2 The observable performance of your group is increasing. You have been making sure that all members were aware of their responsibilities and expected standards of performance. Alternative Actions You would: a) Engage in friendly interaction, but continue to make sure that all members are aware of their responsibilities and expected standards of performance b) Take no definite action c) Do what you can to make the group feel important and involved d) Emphasize the importance of deadlines and tasks

12 Situational Leader Effectiveness Self Evaluation Situation 3 Members of your group are unable to solve a problem. You have normally left them alone. Group performance and interpersonal relations have been good. Alternative Actions You would: a) Work with the group and together engage in problem solving b) Let the group work it out c) Act quickly and firmly to correct and redirect d) Incorporate group recommendations, but you direct the change

13 Situational Leader Effectiveness Self Evaluation Situation 4 You are considering a change. Your employees have a fine record of accomplishment. They respect the need for change. Alternative Actions You would: a) Allow group involvement in developing the change, but not be too directive b) Announce changes and then implement with close supervision c) Allow the group to formulate its own direction d) Incorporate group recommendations, but you direct the change

14 Situational Leader Effectiveness Self Evaluation Situation 5 The performance of your group has been dropping during the last few months. Members have been unconcerned with meeting objectives. Redefining roles and responsibilities has helped in the past. They have continually needed reminding to have their tasks done on time. Alternative Actions You would: a) Allow the group to formulate its own direction b) Incorporate group recommendations, but see that objectives are met c) Redefine roles and responsibilities and supervise carefully d) Allow group involvement in determining roles and responsibilities, but not be too directive

15 Situational Leader Effectiveness Self Evaluation Situation 6 You stepped into an efficiently run organization. The previous administrator tightly controlled the situation. You want to maintain a productive situation, but would like to begin humanizing the environment. Alternative Actions You would: a) Do what you can to make the group feel important and involved b) Emphasize the importance of deadlines and tasks c) Intentionally not intervene d) Get the group involved in decision making, but see that objectives are met

16 Situational Leader Effectiveness Self Evaluation Situation 7 You are considering changing to a structure that will be new to your group. Members of the group have made suggestions about needed changes. The group has been productive and demonstrated flexibility in its operations. Alternative Actions You would: a) Define the change and supervise carefully b) Participate with the group in developing the change, but allow members to organize the implementation c) Be willing to make changes as recommended, but maintain control of implementation d) Avoid confrontation, leave things alone

17 Situational Leader Effectiveness Self Evaluation Situation 8 Group performance and interpersonal and interpersonal relations are good. You feel somewhat insecure about your lack of direction of the group. Alternative Actions You would: a) Leave the group alone b) Discuss the situation with the group and then initiate necessary changes c) Take steps to direct followers toward working in a well-defined manner d) Be supportive in discussing the situation with the group, but not too directive

18 Situational Leader Effectiveness Self Evaluation Situation 9 Your boss has appointed you to head a task force that is far overdue in making requested recommendations for change. The group is not clear on its goals. Attendance at sessions has been poor. Their meetings have turned into social gatherings. Potentially, they have the talent necessary to help. Alternative Actions You would: a) Let the group work out its problems. b) Incorporate group recommendations, but see that objectives are met c) Redefine goals and supervise carefully d) Allow group involvement in setting goals, but not push

19 Situational Leader Effectiveness Self Evaluation Situation 10 Your employees, usually able to take responsibility, are not responding to your recent redefining of standards. Alternative Actions You would: a) Allow group involvement in redefining standards, but not take control b) Redefine standards and supervise carefully c) Avoid confrontation by not applying pressure; leave the situation alone d) Incorporate group recommendations, but see that new standards are met

20 Situational Leader Effectiveness Self Evaluation Situation 11 You have been promoted to a new position. The previous supervisor was uninvolved in the affairs of the group. The group has adequately handled its tasks and direction. Group interrelations are good. Alternative Actions You would: a) Take steps to direct followers toward working in a well-defined manner b) Involve followers in decision making and reinforce good contributions c) Discuss past performance with the group and then examine the need for new practices d) Continue to leave the group alone

21 Situational Leader Effectiveness Self Evaluation Situation 12 Recent information indicates some internal difficulties among employees. The group has a remarkable record of accomplishment. Members have effectively maintained long-range goals. They have worked in harmony for the past year. All are well qualified for the task. Alternative Actions You would: a) Try out your solution with followers and examine the need for new practices b) Allow group members to work it out themselves c) Act quickly and firmly to correct and redirect d) Participate in problem discussion while providing support for group

22 Situational Leader Effectiveness Self Evaluation Situational Style Situation A C B D 2 D A C B 3 C A D B 4 B D A C 5 C B D A 6 B D A C 7 A C B D 8 C B D A 9 C B D A 10 B D A C 11 A C B D 12 C A D B Totals: Telling (S1) Selling (S2) Participating (S3) Delegating (S4)

23 Situational Leader Effectiveness Self Evaluation Leadership Style Profile Which of the four leadership styles best describes you? We all have a Primary and Secondary style Primary styles we use most frequently Secondary styles we use much less often, but very consistently

24 Situational Leader Style Profile Style Profile 1-3 (Participating Telling) Good guy bad guy syndrome See some people as lazy, unreliable Watches these people closely Sees other people as positive, creative Only interacts to provide socio-emotional support Do little to develop people they don t like

25 Situational Leader Style Profile Style Profile 1-4 (Telling Delegating) Similar to Style Profile 1-3, but rated on competency Effective at crisis intervention Very capable of making disciplinary interventions But lacks skills to help develop employee maturity

26 Situational Leader Style Profile Style Profile 1-2 (Telling Selling) Able to raise or lower socio-emotional support But feels uncomfortable if not providing structure and direction Effective style for manufacturing/production Works well with few resources But aren t able to help develop potential in others Salespeople who become supervisors, but still love to sell

27 Situational Leader Style Profile Style Profile 2-3 (Selling Participating) Works well with most people but have difficulty with discipline and immaturity Very common in North America, or areas with high education and industrial experience

28 Situational Leader Style Profile Style Profile 2-4 (Selling Delegating) Managers who don t feel secure unless they provide direction and develop personal relationship Only occasionally delegate, usually poor delegation choice

29 Situational Leader Style Profile Style Profile 3-4 (Participating Delegating) Can raise/lower socio-emotional support but are uncomfortable if they have to initiate structure or provide direction Works well with highly mature workers Works poorly with immature/inexperienced workers

30 Situational Leader Adaptability Situational Adaptability Situations A B C D Subtotal Grand Total:

31 Your Leadership Style Adaptability Flexibility: The ability to use a variety of leadership styles comfortably 54% of leaders use one leadership style 34% of leaders use two 11% of leaders use three 1% of leaders use all four 2001 The Ken Blanchard Companies. All rights reserved.

32 Your Leadership Style Adaptability Your Leadership Style Adaptability Style range is important in gaining insight into your ability to influence others, and having a range of styles is helpful. The key variable now becomes when to use each style. Previously, your Leadership Style Profile indicated preferences and tendencies of leader behavior. Style adaptability is the degree to which you are able to vary your style appropriately to the readiness level of an employee in a specific situation.

33 Transactional and Transformational Leadership Styles Transformational leadership Introduced by James MacGregor Burns. leaders and followers make each other to advance to a higher level of moral and motivation. Transactional and transformational are the two modes of leadership that tend to be compared the most. Transactional leaders exchange tangible rewards for the work and loyalty of followers. Transformational leaders engage with followers, focus on higher order intrinsic needs, and motivate followers to find new ways to reach significant outcomes.

34 Transactional and Transformational Leadership Styles Transactional Leadership is responsive Works within the organizational culture Employees achieve objectives through rewards and punishments set by leader Motivates followers by appealing to their own self-interest Transformational Leadership is proactive Works to change the organizational culture by implementing new ideas Employees achieve objectives through higher ideals and moral values Motivates followers by encouraging them to put group interests first Management-by-exception: maintain the status quo; stress correct actions to improve performance. Individualized consideration: Each behavior is directed to each individual to express consideration and support. Intellectual stimulation: Promote creative and innovative ideas to solve problems.

35 Transactional and Transformational Leadership Definitions Transactional Leadership More concerned with maintaining the normal flow of operations and "keeping the ship afloat." Uses disciplinary power and an array of incentives to motivate employees Motivates subordinates by exchanging rewards for performance. (transactional) Generally does not look ahead strategically solely concerned with making sure everything flows smoothly Transformational Leadership goes beyond managing day-to-day operations crafts strategies for taking his company, department or work team to the next level of performance and success. focuses on team-building, motivation and collaboration to accomplish change Set goals and incentives to push their subordinates to higher performance levels, while provides opportunities for personal and professional growth for each employee.

36 Transactional and Transformational Leadership Definitions Advantages Both leadership styles are needed for guiding an organization to success. Transactional leadership address operational details quickly. handle all the details that come together to build a strong reputation in the marketplace keeping employees productive on the front line. Transformational leadership crucial to the strategic development of a small business. Small businesses with transformational leaders at the helm shoot for ambitious goals, and can they achieve rapid success through the vision and team-building skills of the leader. Applications Different management styles are best suited to different situations. For front-line supervisors, a transactional leadership style can be more effective. For CEOs or sales managers, can be more effective if they are transformational leaders.

37 How to Improve Organizational Effectiveness Through Transformational Leadership Confidence Transformational leaders tend to be visible to the staff. Work among the employees moving the staff forward with inspirational words and actions. Employees begin to develop a stronger sense of confidence in the company. When managers are upbeat about the company's future, subordinates begin to accept that as motivation. Rather than questioning company methods, employees work harder to help achieve company results. Commitment Employees find themselves wanting the company to succeed. The staff begins to believe in the success of the company and starts to take company success personally. Will have a direct positive effect on productivity and efficiency. Employees want to see the success and they dedicate more of their time and effort to insuring company success.

38 How to Improve Organizational Effectiveness Through Transformational Leadership Education Employees are inspired to improve their performance through greater education. Managers helps employees envision career success through further education and training. Employees will become even more dedicated to developing their own careers. Growth Transformational leaders delegate responsibility to subordinates to assist in their career development. As employees take on greater responsibility, they become company leaders themselves. Transformational leadership tends to perpetuate itself and allows the company to grow.

39 The Trouble With Transformational Leadership Trouble With Followers Transformational leaders are often charismatic individuals but are not as narcissistic They do not succeed through a belief in themselves rather than a belief in others On a moral mission and truly believe in the rightness and benefits of the change. The selling of this vision never stops, and the followers receive constant encouragement to do their part. Any sign that the leader manipulates the followers or has a hidden agenda will destroy the trust If the followers see the mission itself as immoral or even trivial, they may rebel or simply cease participation. Communication Issues The leader must continually reinforce the vision Empower followers to do their utmost to achieve it. Close and frequent communication to maintain a personal touch. Followers are an important part of something good that is bigger than they themselves are. If followers begin to feel that their part is not important, that they are cogs in a machine, they will lose interest. Followers need frequent feedback on progress made and their part in it. A leader who fails to communicate this will probably fail.

40 The Trouble With Transformational Leadership Negative Transformational Leadership Transformational leadership is a sharp, but double-edged sword. Pseudo-transformational leadership has a potential immoral and unethical dimension that could be exploited by an unscrupulous leader inflicted on naive and unsuspecting followers. Considerations Transformational Leadership To bring about change, authentic transformational leadership fosters the modal values of honesty, loyalty, and fairness, as well as the end values of justice, equality, and human rights. Examples of authentic transformational leadership include Moses, Mahatma Gandhi and Dr. Martin Luther King Jr.

41 Seven Principles of Transformational Leadership Simplification Speak in a clear and practical manner. Include more than what needs to be done at the moment. The desired end result should also be vividly communicated. Motivation Employees need motivation to perform at their best. Gain the agreement and commitment necessary to elevate your vision. Understand your employees likes and dislikes. Recognizing and applaud their accomplishments Determination Heave the tenacity to finish the race regardless of the hurdles that come your way. Depend on your courage, stamina, strength and perseverance to realize your vision. Mobilization You need the right people to elevate your vision. Assemble the appropriate team to get the job done. Enlist, empower and equip qualified team leaders and other participants who do not have leadership roles. Assign tasks based on participants characteristics and abilities.

42 Seven Principles of Transformational Leadership Preparation Become infinite students. Develop the introspective ability to keep learning about yourself. Maintain a flourishing bond with your employees. Nurture and support the relationship. Concentrate on what s best for the team and transfer this energy to your employees. Facilitation Provide your employees with the proper learning tools. Workers need stimulating work that challenges and expands their minds Work toward improving your employees intellectuality. Innovation Change in a business environment is inevitable. Courageously recognize the need for change and initiate it accordingly. Effectively show employees why change is needed, how it will benefit them and the company, and how to embrace it.

43 Examples of Transformational Organizations Berkshire Hathaway IBM Apple Southwest Airlines Starbucks

44 Transformational Leadership Training Exercise Exercise: Foster Intellectual Stimulation Background: Transformational leaders typically consider the moral and ethical consequences of decisions. To practice leading others to challenge assumptions, take risks and foster innovation, participants experiment with techniques that examine questions from another perspective. Instructions: Divide into pairs. One partner plays the role an employee with a problem, such as product defects. The other partner should play the role of the transformational leader suggesting different techniques for solving the problem based on her experience. After 15 minutes, the partners should swap roles and tackle a new problem. After 15 minutes, we will share experiences with the entire group.

45 Wrap Up: Transactional and Transformational Styles Transactional Leaders can use transformation leadership techniques With employees To inspire and motivate To build confidence To increase commitment and involvement To mentor and grow For the team Consider periodic process improvement sessions with the entire team

46 Summary and Conclusions All leaders can be transformational leaders Become both Left and Right brain thinkers Be adaptive as a situation leader Apply transformational techniques Transformation is Growth

47 Questions

48 Thank You For Your Participation