Handbook for Effective Leadership

Transcription

1 Maslow Management s Handbook for Effective Leadership Audrey Dickenson, Larlee Jensen, Abby Miller, Claire Ormsby, Carolyn 0 Swenson

2 The north coast of California is home to the world s tallest trees. A walk through a virgin old-growth redwood forest can be one of the most awe-inspiring experiences you ll ever have. These trees sometimes live to be over 2,000 years old and can reach heights of 300 feet and more. The tallest redwood tree ever recorded was 367 feet in height Even though they grow up to heights of 300 feet and can weigh more than one million pounds, these trees have a very shallow root system. Their roots only go down three to six feet but can spread out several hundred feet. As these roots extend out, they intertwine with their brother and sister redwoods and other trees as well. This intertwining of roots creates a webbing effect. Most engineers would tell you this shallow root system still would be impossible to keep the redwoods intact and protected against strong winds and floods. However, the interconnecting root systems are the secret of their strength and teach us a great lesson. -Richard H. Winkel 1

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4 The Contingency Model Theory What makes an effective leader? The leader s effectiveness is based on two things: Leadership style Situation favorableness

5 Leadership Style Who is a leader? A person who creates the most effective change in group performance. Leadership is a process where one person controls and influences others for the purpose of performing a common task. Leadership Styles Task-oriented Gain satisfaction through achievements in tasks Very effective at completing tasks Quick to organize a group Relationship-oriented Good at avoiding and managing conflict Obtain satisfaction through recognition Focus on personal relationships 4

6 Least Preferred Coworker (LPC) Scale Think of a person with whom you have worked the least well. This person can be someone form the past or someone currently. Describe this person by circling the number that best fits them. 5

7 What is your Leadership Style? A lower score indicates a low LPC leader or a taskoriented leader. A higher score indicates a high LPCleader or a relationship-oriented leader. A person s leadership style reflects their basic motivational and needs structure. Remember: Leadership styles that contribute to success under specific conditions will not always translate to success in other conditions. 6

8 Situational Favorableness Favorableness is the degree to which the situation enables the leader to exert influence and control over the group process. Each leadership style performs differently in certain situations. These are classified by the following: Leader-Member relations: The level of trust and confidence that your group has in you. Task Structure: Type of task; either clear and structured or vague and unstructured. Leaders position power: The amount of power you have to direct the group. 7

9 Questions to Consider Do you ever feel stressed or overwhelmed as a leader? How are you supposed to lead a group of people? What is your relationship level with your group members? What types of tasks are you leading? What is your power position within your group? 8

10 Fiedler s Contingency Model Everyone is capable of succeeding as a leader. There is not one style of leadership that is better than the other. Improvement requires one to deal with both leadership style and situational factors. 9

11 Training Effective Leaders Change the leader to fit the situation or change the situation to fit the leader. Group performance can be improved by modifying the leader s style or modifying the group-task situation. Organizational Engineering Approach Change the individual s task assignment. Change the leader s position power. Give him more power or have him share power with others. Change the leader-member relations in the group. Leader will work better with groups whose members are very similar to him/her in attitudes, opinions, or backgrounds. 10

12 Hiring Effective Leaders Why is it difficult to hire new leaders? As a manager, the task may be placed on you to hire new employees and leaders of your company. What can you understand and do better to hire the best leaders? Mistakes made in hiring: Very rarely are past leadership experiences similar to future roles. The recruiter knows very little about the leadership situation the individual is likely to face. As a manager you need to consider these mistakes. When selecting new leaders, specify the relevant components of the situation for which the leader is being recruited. Leadership and psychological tests will not give all the needed results. 11

13 New Patterns of Management Innovative, Effective, and Accepted The fundamentals of America are evolving; Individuals are given greater freedom and initiative. These changes are being reflected in many successful businesses. How will you implement them in yours?

14 Leadership and Organizational Performance As a manager, what can YOU do to increase the effectiveness and efficiency of your organization? It s time to start focusing on the people. Step One KNOW the Individuals -Establish a relationship; learn their name, ask about their family, know their problems, and remember. -Approach them at their desk in their setting. to This is where your employees are most comfortable able communicate. -Ask for their opinions 13

15 Step Two TRUST the Individuals -When you trust your employees, they will trust you -Let people do the job the way they want to so long as they accomplish the objectives of an operation -Communicate: make clear the objectives and what needs to be accomplished and then give them freedom to do the job: Encourage upward communication -Don t add any unreasonable pressure. This will lead to low performance; subordinates have less confidence and trust in their supervisors Freedom in the work place is only effective when there is interaction with colleagues and managers. There is a need for stimulation, fresh orientation, and motivation. Employees do and will inevitably make mistakes. Then what? As a manager you can do one of two things. You can belittle them, embarrass, or berate them. Or you can follow the example of highproducing foremen who tend to either ignore the mistakes their men make, knowing that the men have learned from the experience, or to use these situations as educational experiences by showing how to do the job correctly. The choice is yours. 14

16 Step 3 INVEST TIME in the Individuals - Properly train them Superiors who take time to train subordinates for better jobs achieve a higher level of performance than those supervisors who feel that this is a waste of time or that it may result in losing able subordinates through promotion. -Job Enlargement- adding variety and diversity at work; monotony and highly routine work leads to dissatisfaction, and therefore decrease productivity Take time to reflect What are specific ways will you establish relationships with your employees? 15

17 Group Processes and Organizational Performance Members of groups which have common goals to which they are strongly committed, high peer-group loyalty, favorable attitudes between superiors and subordinates, and a high level of skill in interaction clearly can achieve far more than the same people acting as a mere assemblage. Characteristics of Groups Greater identification with their group and a greater feeling of belonging to it More friends in the group and in the company rather than outside the company Better interposal relations among the members of the work group A more favorable attitude toward their jobs and their company Higher production goals and more actual production with less sense of strain or pressure Benefits of Peer Loyalty Acceptance and accomplishing of goals Reduced anxiety in the workplace Favorable attitudes towards supervisors Increased productivity Members give help on their own initiative Developed sense of group responsibility for getting the work done. lower rate of absence from the job Work groups, which have high peer group loyalty and common goals appear to be effective in achieving their goals. If their goals are the achievement of high productivity and low waste, these are the goals they will accomplish. 16

18 So What Can You Do? The greater a manager s skill in using group methods of supervision, the greater the production and job satisfaction of his subordinates. Characteristics of a Good Leader in a Group Setting 17

19 Characteristics of an Effective Group The group is eager to help each member develop to his full potential Each member accepts the goals and expectations that he and his group established for themselves The members are skilled in all the various leadership and membership role and functions required for interaction between leaders and members. Members of the group are are loyal to its members and leader They share a high degree of confidence and trust in each other Values and goals of the group mirror those of its members The leader and the members believe that each group member can accomplish the impossible Group stimulates creativity in each other Group members communicate fully and frankly Comfort in communication information, suggestions, and ideas to leaders Members of the group are highly motivated to abide by the major values and to achieve the important goals of the group Work takes place in a supportive atmosphere 18

20 Employee Motivation

21 What Is Motivation? When a person doesn t require outside stimulation to get a job done. It is something they want and choose to do on their own. Forget Praise Forget Punishment Forget Cash You need to make their jobs more interesting -Frederick Herzberg 20

22 What Studies Show Motivation factors (shown to be primary cause of satisfaction among employees): Dissatisfaction factors (shown to be primary cause of unhappiness among employees): Achievement Recognition for achievement The work itself Responsibility Growth or advancement Company policy Administration Supervision Interpersonal relationships Working conditions Salary Status Security The opposite of job satisfaction is not job dissatisfaction but, rather, no job satisfaction; and similarly, the opposite of job dissatisfaction is not job satisfaction, but no job dissatisfaction. -Frederick Herzberg 21

23 Eternal Triangle: Three general philosophies of personnel management Organizational Theory Behavioral Science Industrial Engineering Organizational Theory-If jobs are organized in a proper manner, the result will be the most efficient job structure, and the most favorable attitudes will follow as a matter of course. Industrial Engineering-Main goal is to concoct the most appropriate incentive system and to design the specific working conditions in a way that facilitates the most efficient use of the human machine. Behavioral Science-Focuses on group sentiments, attitudes of individual employees, and the organization s social and psychological climate. 22

24 Steps for Job Enrichment Step 1: Select jobs that: a. Investment in industrial engineering doesn't make changes too costly b. Attitudes are poor c. Dissatisfaction is costly d. Motivation will make a big difference in performance Step 2: Approach these jobs with the conviction that they CAN be changed Step 3: Brainstorm changes that may enrich the job, without concern for practicality Step 4: Eliminate suggestions that may cause dissatisfaction Step 5: Get rid of generalities. (i.e. words like growth, achievement, and responsibility ) Step 6: Eliminate horizontal loading suggestions (giving employees meaningless tasks) Step 7: Avoid direct participation by employees whose jobs are to be enriched Step 8: Set up two equivalent groups; on an experimental in which the motivators are systematically introduced over a period of time, and the other a control group in which no changes are made. Compare performance of both groups Step 9: Be prepared for a drop in performance in the experimental group in the first few weeks Step 10: Expect your first-line supervisors to experience some anxiety and hostility over the changes you are making. 23

25 Motivation What can YOU do to motivate employees? -Be supportive friendly and helpful than than hostile. Be kind, yet firm, never threatening, genuinely interested in the well-being of subordinates and endeavors to treat people in a sensitive, considerate way -Be just -Endeavor to serve the best interests of your employees, as well as of the company -Show confidence in the integrity, ability, and motivations of subordinates rather than suspicion and distrust -Make sure each subordinate is well trained for his particular job - Help them get to the next level through training, opportunities, and coaching whenever possible -Coach and assist employees whose performance is below standard -Plan and schedule the work to be done, train subordinate, supply them materials and tools, initiate work activity -Provide adequate technical competence -Develop working team with high group loyalty by using participation 24

26 What is it that motivates your employees? With the previous ideas in mind, what are two things you can do in your establishment to increase employee motivation? 25

27 Motivation: According to Maslow

28 Propositions about Motivation The individual as an integrated whole (the whole individual is motivated rather than just a part of him/her). Multiple Motivations (a motivated behavior may serve as a kind of channel through which other purposes may express themselves.) Motivating States (motivation is constant, never ending, fluctuating, and complex) Relationships of Motivations (Man rarely reaches a state of complete satisfaction) Environment (human motivation actualizes itself in behavior in relation to the situation and to other people) Nonmotivated Behavior (Not all behaviors are motivated) Possibility of Attainment (We yearn consciously for that which might conceivably be actually attained) 27

29 Hierarchy of Needs 28

30 Why is this important? *The bottom needs must be fulfilled first before the higher needs can be fulfilled. Gratification can often determine: -Psychotherapy -Attitudes, interests, tastes, and values -Classification of Personality -Boredom and Interest -Happiness, joy, contentment, elation, ecstasy -Social Effects -Frustration level How does Maslow s Hierarchy of Needs apply in your establishment? 29

31 Concern for People The Managerial Grid What is significant is how a supervisor is concerned about production and how he concerns himself about people, and how these concerns intertwine. -The Managerial Grid 1,9 9,9 5,5 1,1 9,1 Concern for Production 30

32 The Grid Leaders have 2 major concerns 1. Concern for Production: results, bottom line, performance. 2. Concern for People: Working conditions, salary structure, benefits. Different factors such as the organization, the manager s personal history, and personal values determine grid style. One manager may use different styles according to the situation. For example if an employee is not performing a manager may become more concerned with productivity when dealing with that employee. What is your management style? Concern for Production: Concern for People: Learn about the strengths and weaknesses of each managerial style on the following pages. 31

33 The 9,1 Managerial Style Produce or Perish: The 9,1 manager is concerned about productivity and has a very low concern for people. Characteristics of the 9,1 management style: Taskmasters: Little gratitude Productivity: Short term increase, long term decrease Critique: Criticism and correction of wrongdoing Delegation: Planning is maintained, doing is delegated Summary: I drive myself and others. I investigate facts, beliefs, and positions so that I am in control of any situation and to assure myself that others are not making mistakes. I stand up for my opinion, attitudes, and ideas even though it means rejecting others views. When conflict arises I try to cut it off or win my position. I place high value on making my own decisions and am rarely influenced by theirs. I pinpoint weaknesses or failure to measure up. 32

34 The 1,9 Managerial Style One Big Happy Family: The 1,9 manager is concerned about people and has a very low concern for productivity Characteristics of the 1,9 management style: Warm and understanding Productivity: low productivity Critique: Criticism is completely avoided Organization: Weak and unproductive, often overrun Summary: I keep the work environment comfortable. I encourage my employees rather than drive them. I think of myself as the big brother; human relationships are the most important aspect of my leadership. The group, not the individual is the key unit of this organization, with friendliness and harmony among our members the desired atmosphere. 33

35 The 1,1 Managerial Style Not My Problem: The 1,1 manager has little concern for people or productivity. They do the minimum to keep their job. Characteristics of the 1,1 management style: Apathetic and uninvolved Productivity: low productivity Critique: Mistakes are ignored, no critique is given Organization: Quickly overrun Summary: I have little concern for others. I communicate messages from my boss to my subordinates, if they don t execute it isn t my problem. I pride myself on blending in, and staying out of trouble. The less my subordinates see of me the better. 34

36 The 5,5 Managerial Style Balancing Act: The 5,5 seeks a realistic approach of balancing productivity and people. Characteristics of the 5,5 management style: Realistic, some prodding, some praising Productivity: Steady and ongoing Critique: Reviews strong and weak points Organization remains static Summary: I care about my employees and the work they produce. I expect that people will do their job if given a proper explanation. There will always be a little friction between people and that is to be expected, but I will always give the right amount of prodding and praising for us to achieve what is expected. 35

37 The 9,9 Managerial Style Group Unity and Purpose: The 9,9 manager uses the skills and intellect of the team to work toward a common purpose. Characteristics of the 9,9 management style: Establish direction and commitment Productivity: Highest attainable level Critique: Educate subordinate to avoid future mistakes Conflict: Faced head on until and examined by all Organization: Sustained growth Summary: I create a team atmosphere that utilizes the skills and creativity of each individual to accomplish the goals of the organization as a whole. I expect the participation of everyone involved and my team is satisfied as they are involved and committed to productive work. Under these circumstances, the needs of individuals to be engaged in meaningful interdependent effort mesh with the organization requirements for excellent performance. 36

38 McGregor s Theories on Management This section presents two theories, Theory X and Theory Y, describing how people are motivated in the workplace. Theory X assumes that people dislike work and that they will only be motivated to do it if punishment is involved. Theory Y, on the other hand, focuses on the idea that there is huge potential for human growth and that it is management s failure to realize human potential that holds back group collaboration in the work place.

39 Theory X: The Traditional View of Direction and Control Theory X makes the following assumptions: Managers who subscribe to this theory use an authoritarian style to control employees by administering rewards and punishment based on performance. 38

40 Theory Y: The Integration of Individual and Organizational Goals Theory Y makes the following assumptions: Managers acting upon theory Y focus on the nature of relationships rather than control. This provides opportunities for people to grow so that they can achieve their potential and help the company. When employees have personal needs and goals that they are allowed to connect with and work toward in their jobs, they are more likely to be truly motivated to help the company be successful. 39

41 It is important to recognize that the opposite of dissatisfaction is not satisfaction, but simply a lack of dissatisfaction. There are many things managers often think are motivators that actually only keep the employees from being dissatisfied with their jobs, rather than actually bringing satisfaction. Items that are used to avoid dissatisfaction are referred to as hygiene items. Items which truly motivate and encourage employees are called motivators. 40

42 Bibliography 1. Blake W, Mouton J. The Managerial Grid. Houston: Gulf Publishing Co; Fiedler FE. A Theory of Leadership Effectiveness. New York: McGraw-Hill Inc; Herzberg F. One More Time: How Do You Motivate Employees. Harvard Bus Rev. 1968;46(1): Likert R. New Patterns of Management. New York: McGraw-Hill Inc; Maslow AH. Motivation and Personality. New York: Harper & Row Inc; McGregor D. The Human Side of Enterprise. New York: McGraw-Hill Book Co; 1960.

43 Index Behavioral Science 21 Communication 12, 13, Confidence 13 Favorableness 2, 6 Fiedler s Contingency Model 8 Goals 15, 17 Hierarchy of Needs 27 Hiring 10 Hygiene 39 Industrial Engineering 21 Job Enlargement 14 Job Satisfaction 14, 16, 20 Leader 3, 5-6, 8-10, 12, 16 Leadership (see Leader) Least Preferred Coworker (LPC) 4 Management 11, Managerial Grid Managerial Style McGregor s Theories 36 Motivation 18-23, Motivators 20, 39 Mistakes 10, 13 Organizational Engineering Approach 9 Organizational Performance Leadership 12 Group 15 Organizational Theory 21 Peer loyalty 15-17, 23, 35 Relations 5, 6, 8, 9, 12 Task Structure 6, 8 Theory Y 38 Training 9, 14 Trust 13 Unity (see Peer Loyalty)