Qualities of a Good Leader

• A leader guides, motivates, and influences others to achieve common goals.
• Good leaders inspire trust, encourage growth, and possess vision.
• Formally, a leader guides a group, organization, or nation to achieve goals.

Qualities of a Good Leader

• Vision: Ability to see the bigger picture and create a roadmap for success.
• Integrity: Honesty, ethical behavior, and consistency.
• Communication: Clear and effective communication skills.
• Empathy: Understanding and addressing the needs and emotions of others.
• Decisiveness: Confidently making decisions and taking responsibility.
• Adaptability: Ability to adjust to changing situations.
• Confidence: Belief in oneself and others.

Leadership Theories

• Trait theories focus on the qualities and characteristics of leaders.
• These theories suggest leaders are born with certain traits.
• Behavioral theories focus on the behaviors and actions of leaders.
• These theories suggest that leadership can be learned.
• Contingency theory states that leadership effectiveness depends on the situation.
• Power and influence theory suggests that leaders use power to achieve goals.
• Transformational leadership inspires and motivates followers to achieve outcomes.

Leadership Styles

• Autocratic: The leader makes decisions independently.
• Autocratic style works in crises or when quick decisions are needed.
  • Advantage: Fast decision-making and clear direction.
  • Disadvantage: Low employee morale and stifled creativity.
• Democratic: The leader encourages group participation in decision-making.
  • Democratic style works when collaboration is important.
    • Advantage: Higher morale, creativity, and team involvement.
    • Disadvantage: Time-consuming decision-making process.
• Laissez-faire: The leader provides minimal direction and allows the team to make decisions.
• Laissez-faire style works with highly skilled, independent teams.
  • Advantage: Freedom for creativity and innovation.
  • Disadvantage: Lack of direction and accountability issues.

The Organization

• A manager is responsible for carrying out the management process.
• Leaders inspire, motivate, and develop people.
• Managers focus on planning, organizing, and controlling resources and tasks.
• Leaders are for the people, while managers are for the business.
• The four kinds of resources are human, financial, physical, and informational.
  • Human Resources: The workforce.
  • Financial Resources: Budget, capital.
  • Physical Resources: Equipment, technology.
  • Information Resources: Data, knowledge.
• Managers now work alongside employees, providing advice and support.
• Modern managers combine the qualities of a manager and a leader.
• TQM (Total Quality Management): A company-wide approach to continuously improving.
• The four basic management functions are planning, organizing, implementation, and control.
  • Planning: Setting objectives and determining the best course of action.
  • Organizing: Arranging resources and tasks.
  • Implementation: Executing the plans.
  • Control: Monitoring progress and making adjustments.

Classical Management Theories

• Scientific Management (Taylor & Gilbreths) focused on improving efficiency.
• Managers, not employees, were responsible for production failures
• The basis was time studies, job standardization, and piecework pay.
  • Division of labor, time-and-motion studies, and standardization of tools were major principles.
• Administrative Management Theory (Fayol) sought balance for productivity.
• Follett emphasized collaboration and participative management.
  • Scalar Chain: A clear unbroken line of communication from top to bottom is required.
  • Unity of Command: This refers to a Clear chain of command.
  • Unity of Direction: Clear objective and one person in charge of all activities with the same objective.
• Mary Parker Follett advocated "power with" rather than "power over".
  • She advocated direct contact between employees and managers.
  • Employees and managers deserve to be treated equally.
  • All Managers must maintain coordination.
• Bureaucratic Organization (Weber) is a hierarchical structure based on rules.
  • Emphasis on formal roles and a well-defined chain of command.
  • He believed in authority logic, to successfully run a business

Human Relations Theory

• Mayo's Hawthorne Studies found social factors influenced productivity.
  • Workers performed better when observed by managers.
• McGregor's Theory X assumes employees are lazy.
  • Theory X relies on authoritarian management, control, and external rewards.
• McGregor's Theory Y assumes employees are self-motivated.
  • Theory Y relies on participative, empowering, collaborative management.
  • Employee motivation of Theory Y consist of internal motivation, personal development
• Maslow's Hierarchy of Needs states that people are motivated by needs.
  • Need: Something a person feels compelled to satisfy.
  • Deficit Principle: A satisfied need is no longer a motivator.
  • Progression Principle: One move to the next level once satisfied.
  • The hierarchy includes physiological, safety, social, esteem, and self-actualization needs.
• Argyris’s Theory of Adult Personality suggests treating employees like adults.
  • Need to make jobs more variety to better the relationship between employee and employer.
  • Empower employees with opportunities for personal growth.
  • Mature Employees: More independent, creative, and self-directed.
  • Immature Employees: Dependent, need more direction.
  • Passive -> Active
  • Dependant -> Independant
  • Limited -> Boundless
  • Superficial Interest -> Deep Interest
  • Bare Minimum -> Above and Beyond
  • Lack of Confidence -> Confident

Modern Management Theories

• Organizations as Systems perform great when each subsystem performs well.
• Contingency Thinking theorizes that no one theory applies universally.
• Learning Organizations adapt, innovate, and learn from experiences continuously.
• Quantitative Management Approaches use mathematical techniques.
  • Focus on rational decision-making and support manager judgment.

Management Responsibility

• Top-Level Job Titles: CEO, President.
• Middle-Level Job Titles: Department Head, Project Manager.
• Team Leader/Supervisor Job Titles: First-line supervisor, team leader.
• Line Managers are directly responsible for achieving goals.
• Staff Managers provide advice and support.
• Functional Managers manage specific departments (e.g., HR, marketing).
• General Managers oversee multiple functions or the whole organization.
• The Upside Down Triangle represents servant leadership.
  • Leaders serve employees, who serve customers.
• Mintzberg's Managerial Roles:
  • Interpersonal: Figurehead, leader, liaison.
  • Informational: Monitor, disseminator, spokesperson.
  • Decisional: Entrepreneur, disturbance handler, resource allocator, negotiator.