CBA1101 Principles of Management PDF

CBA1101 – PRINCIPLES OF MAΝAGEMENT ESSENTIALS OF LEADERSHIP  What would you expect from a leading personality at work? Leadership Traits Successful leaders’ attributes: □ Drive: highly energetic, □ Job-relevant knowledge: displaying initiative, and tenacity i...

CBA1101 – PRINCIPLES OF MAΝAGEMENT ESSENTIALS OF LEADERSHIP  What would you expect from a leading personality at work? Leadership Traits Successful leaders’ attributes: □ Drive: highly energetic, □ Job-relevant knowledge: displaying initiative, and tenacity in depth knowledge of their □ Self-confidence: industry trusting themselves and □ Motivation: achieving shared goals confident in their abilities □ Flexibility: adapting to fit the □ Creativity: needs of followers and the creativity and originality in demands of situations thinking □ Honesty and integrity: □ Cognitive ability: trustworthiness; honesty, intelligence to integrate and predictability, and dependability interpret information. Leadership Behaviour Two dimensions of Leadership Behaviour, based on the leader’s main concern for: a. the task to be accomplished, and b. the people doing the work Leadership Behaviour …does it matter who or what?... a. A leader high in concern for b. A leader high in concern for task: people: ▪ plans & defines the work to ▪ acts with warmth and be done, supportiveness toward ▪ assigns task followers, responsibilities, ▪ maintains good social ▪ sets clear work standards, relations with them, ▪ urges task completion, and ▪ respects their feelings, ▪ monitors performance ▪ is sensitive to their needs, results. and shows trust in them. Leadership Behaviour Effective leaders are high in concerns for both people and task. Classic Leadership Styles Leadership style is a recurring pattern of behaviours exhibited by a leader. □ An autocratic leader acts in a command-and- control fashion. □ A human relations leader emphasizes people over task. □ A laissez-faire leader has a “do the best you can and don’t bother me” attitude. □ A democratic leader emphasizes both tasks and people. Hersey-Blanchard Situational Leadership Model Successful leaders do adjust their styles: How should leaders adjust their leadership styles according to the task readiness of followers? Hersey-Blanchard Situational Leadership Model Successful leaders do adjust their styles: 1. Delegating: allowing the group to take responsibility for task decisions; a low-task, low- relationship style. 2. Participating: emphasizing shared ideas and participative decisions on task directions; a low-task, high- relationship style. 3. Selling: explaining task directions in a supportive and persuasive way; a high- task, high-relationship style. 4. Telling: giving specific task directions and closely supervising work; a high- task, low-relationship style. Classic Leadership Styles Human Relations Leader Democratic Leader Focuses on Focuses on building people’s participation needs, and support for building relationships a shared purpose Autocratic Leader Laissez-faire Focuses on efficiency of Leader Focuses tasks and on minimum operations effort to get work done Personal Leadership Development □ It requires: continuous learning as we move from one experience to the next. □ It takes: ▪ listening to what people say about leaders in their workplaces, ▪ being open to feedback about your leadership successes and failures, and ▪ understanding the contextual issues presented next Personal leadership development is an ongoing goal Charismatic Leaders & Transformational Leadership □ Charismatic leaders inspire others in exceptional ways, expressing ▪ enthusiasm, ▪ honesty, ▪ credibility, and ▪ competence in bridging foresight and practice. □ Transformational leaders excel in part because of the: ▪ strong sense of high aspiration, ▪ confidence, and ▪ contagious enthusiasm they bring to a situation. What is Emotional Contagion When one becomes influenced by the emotions of others around them. ▪ Varying degrees ▪ Fast process with no verbal communication needed. https://www.youtube.com/watch?v=h-rRgpPbR5w The ability to recognize which feelings are appropriate in which situations or within what context and the skill to communicate those feelings effectively. Self-Test: https://greatergood.berkeley.edu/quizzes/ei_quiz  Emotional Intelligence (EI) Defined “A term used to describe the various competencies that are essential for building, developing and managing relationships” Emotional Intelligence is two dimensional: 1. Intrapersonal intelligence 2. Interpersonal intelligence Emotional Intelligence (EI) & Leadership EI is a leader’s ability to: ✔ understand emotions in themselves & others, ✔ understand their impact on their work and on others, ✔ use this understanding to handle social relationships effectively ✔ think before they act (self-management) and to control otherwise disruptive impulses (self-regulation) ✔ establish rapport with others, and ✔ build social capital through relationships and networks (relationship management) Emotional Intelligence (EI) & Leadership EI is an ability to: a. understand emotions in yourself & others, and b. use this understanding to handle social relationships effectively “The higher the rank of the person considered to be a star performer, the more emotional intelligence capabilities showed up as the reason for his or her effectiveness.” Daniel Goleman Emotional Intelligence (EI) & Leadership Emotional intelligence in leadership involves motivation and persistence in being willing to work hard for reasons other than money and status. Emotional Intelligence (EI) & Leadership Leaders who are high in emotional intelligence display Social Awareness, or Empathy. Why Should We Know About EI? □75% of the reasons careers get derailed are EI-related: – Unsatisfactory team leadership during challenging times – Inability to handle interpersonal issues – Inability to adapt to change – Inability to elicit trust Emotional Intelligence & Leadership ✔ …helps leaders develop a corporate vision ✔ …helps motivate subordinates to commit to the vision ✔ …energizes subordinates to work to achieve the vision Leadership Statistics □ 75% of the respondent employees reported that their immediate superior is the most stressful part of their job. □ Only 27% of the employees say their company leaders always encourage and recognize their suggestions for improvement. □ Businesses with engaged employees tend to achieve 147% higher earnings per share on average. □ 86% of people expect business leaders to lead them on societal problems; traditional leadership is being replaced: modern leaders use mentoring, connection, and employee recognition to inspire 86% more great work. □ 68% of people think that business leaders should take over when their governments fail to address societal issues. □ 57% decrease in burnout when their leaders connect them with their organizations’ accomplishments, purpose, and with their colleagues. □ 3 in 4 employees consider effective, transparent communication as the most important characteristic any leader should have. □ 60% of C-level executives cited that today’s leaders should have crisis preparedness to ensure an organization’s survival of any eventuality McKinsey, 2020; Deloitte, 2021 Leadership in Times of Crisis ❖ In highly devastating situations like a pandemic, a good leader must demonstrate firm hopefulness, especially in conveying the message of hope that things will get better soon. ❖ Historically, leading an organization has been about ensuring legal compliance and setting direction. Today, good leadership means preparing the organization for the unpredictable future, which entails mentoring, promoting teamwork, and advancing the members’ capability to quickly learn and adapt. ❖ In times of crisis, leaders are not only tasked to stir their organizations in the right direction. An effective business leader must also have the foresight to identify and cultivate potential within the organization to help with the huge tasks at hand.  Leadership in Time of Crisis Be the Fog (Regulate Your Emotions) It can be very difficult for many of us to accept criticism, especially if receiving criticism provokes strong emotions. This simple exercise will help you “be the fog” and learn how to regulate and modulate your emotions in a difficult situation. Here’s what to do: “Act like a fog! Imagine you are a fog. When someone throws a stone at you, you absorb that stone without throwing the stone back. This is a very easy and effective technique to use against people who keep criticizing you repeatedly.” For example, if someone tells you something like: “You just don’t understand.” “You are lazy.” “You are always late.” “You don’t feel responsible.”… 👉 Respond with: “Yes, I just don’t understand.” “Yes, I am lazy sometimes.” “Yes, I was late.” “Yes, I just don’t take responsibility.” When you accept the criticism that is thrown your way (without actually taking it to heart), you will find that you disarm the person criticizing you. To practice, ask someone you know well to criticize you at rapid speed, one after the other, and employ the fogging technique to counter it. CBA1101 – PRINCIPLES OF MAΝAGEMENT ESSENTIALS OF LEADERSHIP