Leadership and Management Lesson 1 PDF

LESSON #1: DEFINING LEADERSHIP Informational Roles CLASSICAL DEFINITIONS Monitor - A person who was collecting information A process in which an individual influences a group from internal and...

LESSON #1: DEFINING LEADERSHIP Informational Roles CLASSICAL DEFINITIONS Monitor - A person who was collecting information A process in which an individual influences a group from internal and external sources. Operational of individuals to achieve common goal. thinker is data driven, while people person is people The influential increment over and above driven; both have different perspectives. mechanical compliance with directions and orders, Disseminator - Sharing information with others. It is the exercise of social influence between and Data storytelling, no graphs. among many sources of leadership using different Spokesperson - Provide a public voice on behalf of mechanisms. the organization. They must learn to break the good or bad news. Data storytelling, no graphs. NEO-CLASSICAL DEFINING LEADERSHIP IN FIVE KEY ELEMENTS Decisional Roles Influence - To influence is to have an impact on the Entrepreneur - A person who identify opportunities, behaviors, attitudes, opinions and choices of innovate, take risks, and create and manage others. Influencing is the process of communicating businesses to drive economic growth and societal ideas, obtaining information, can motivate followers to progress. Creativity is nothing to something, while support ideas for change. innovation is existing to something. Organizational Objectives - Medium and short- Disturbance-Handler - Taking corrective action term aims that a group pursues to accomplish its when needed to resolve unexpected disturbances. long-term goals. Effective leaders will always prioritize a. Crisis Management must have Business the interests of the organization in describing the Continuity Plan (BCP) - Back up plan to continue the vision of the organization. Taking advantage for the business whatever happens. interest of the follower for personal interests is not b. Chaos Management - It makes literally everything part of leadership. chaotic. People - Understanding and effectively managing Resource-Allocator - Responsible for assigning human dynamics, communication, motivation, and funds and resources necessary to complete the work. empathy. Leadership is about leading people. For the Good or expertise in budgeting. If no resource, say goal to run effectively all activities must be with goodbye to your plans. people. Effective leaders and followers enjoy working Negotiator - To understand the interests of those with people and helping with success. you're leading and to find ways of satisfying those Change - It helps build a resilient and agile interests. Learn how to set boundaries. organization that can cope with the uncertain times ahead. Organizations need to keep changing, in LEVELS OF ANALYSIS OF LEADERSHIP THEORY adjusting for the rapid changes of the global Individual Level (Dynamic Process) - It focuses on environment. An effective leader is aware of the need the individual leader and the relationship with for continuous change to improve performance, individual followers. It has a reciprocal influence. leaders and followers must be open to change. Group Level (Group Process) - It focuses the Leaders-Followers - Leaders want followers who relationship between the individual leader and are positive and self-motivated, who take action to get collective group of followers. How the leader things done, who accept responsibility, and who excel contributes to group effectiveness. An important part at required tasks. The concept as a leader or is meetings. Collective set of followers that needs to subordinate, for a person can determine his position determine what kind of level of a follower they are. whether as a leader or as a follower. The role of Organizational Level (Organizational Process) - It leader clearly influences the follower, but as a good focuses on how top management influences follower shows the role of leadership when needed, organizational performance. It deals with and can also affect the leader, about his role in organizational adaptability and transformation. The leadership to give and influence each other. goal is the longevity of the organization. MANAGEMENT KRA’S LEADERSHIP THEORY PARADIGMS Leadership Theories - Explanations of some aspects of leadership that have practical value because they are used to better understand, predict, and control successful leadership. Leadership Paradigm - It is a shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership. MANAGEMENT SKILLS TYPES OF LEADERSHIP THEORY PARADIGMS Problem Solving Skills - It involves critical thinking, - It serves as models to form a leadership styles. decision-making, creativity, and information processing. Trait Theory - Attempt to explain distinctive Interpersonal Skills - The skills required to characteristics accounting for leadership effectiveness effectively communicate, interact, and work with to identify a set of physical and psychological traits individuals and groups. that all successful leaders possess. It serves as the Technical Skills - The specialized knowledge and reflection of the personality. expertise required to perform specific tasks and use Behavioral Leadership Theory - Attempt to explain specific tools and programs in real world situations. distinctive styles used by effective leaders, or to define the nature of their work. What the leader does LEADERSHIP ROLES on the job. Matching the leadership style according to Interpersonal Roles the people you’re working with. Leader - The person who leads or commands a Contingency Leadership Theory (Universal group, organization, or country. The most difficult Theory) - Attempt to explain the appropriate thing is making the tough decisions. Leadership is on leadership style based on the leader, followers, and always at the front, not on the top. They perform situation. Try to predict which traits and/or behaviors management functions. will result in leadership success given the situational Figurehead - Someone who has the position of variables. It is depending on the current situation. leader in an organization but who has no real power. Integrative Leadership Theory - Attempt to They are the representative of the organization. combine the trait, behavioral, and contingency Liaison - A person who acts to arrange and assist theories to explain successful, influencing leader- interaction between parties. They make connections follower relationships. Combination of trait, to make company grow. behavioral, and contingency theory.  Management to the Leadership – It 5. Diehards - Diehards are prepared to die for their involves developing strategic thinking and cause, whether that is an individual, an idea or both. communication skills and fostering innovation. It Diehards are deeply devoted to their leaders or, in involves around us in making decisions and problem- contrast, ready to remove them from positions of solving. power, authority and influence by any means necessary. Diehards are defined by their dedication, LEADERSHIP SUBSTITUTES including their willingness to risk life and limb. Being a Closely Knit Teams of Highly Trained Individuals diehard is all-consuming. It is who you are. It - It refers to a group of professionals who have determines what you do. Leaders must be faithful and developed strong interpersonal bonds and specialized loyal to them. skills, enabling them to work together efficiently and effectively. Top performing employees that don’t need DISSATISFACTIONS AND FRUSTRATIONS OF A supervision. LEADER Intrinsic Satisfaction - It refers to the fulfillment and Uncompensated Overtime pleasure derived from engaging in activities that are Headaches inherently enjoyable or meaningful, rather than from Facing a Perform or Perish Mentality external rewards or recognition. It's about finding joy Not Enough Authority to Carry Out Responsibilities and contentment in the activity itself rather than in the Loneliness outcomes or accolades associated with it. hm People Problems Technology - It can serve as a substitute or support Organizational Politics for certain aspects of traditional leadership, Conflicting Goals transforming how leaders interact with their teams Ethics and manage operations. Job Fatigue Professional Norms - It refers to the established practices, habits, behaviors, and expectations that guide effective leadership within an organization or field. You should be able to share what you know. Always make yourself indispensable. INTERACTIONAL LEADERSHIP Leader - Leaders must have an honest understanding of who you are, what you know and what you can do. Also understand that followers will be successful if leaders are also successful. To be successful you must convince your followers that you deserve to be a leader. Follower - Different people styles are different in handling followers, for example in acceptance and handling, where you start looking for a more expert and experienced. Situation - You should use your judgment to decide on the right action, and the style of leadership that refers to the developing situation. FOLLOWERSHIP AND SUCCESSFUL LEADERSHIP TYPES OF FOLLOWERS (BARBARA KELLERMAN) 1. Isolates - Isolates are completely detached. They don't care about their leaders, know anything about them or respond to them in any obvious way. Their alienation is, nevertheless, of consequence. By default – by knowing nothing and doing nothing – isolates strengthen leaders who already have the upper hand. 2. Bystanders - Bystanders observe but do not participate. They make a deliberate decision to stand aside, disengaging from their leaders and the group. This withdrawal is, in effect, a declaration of neutrality that amounts to tacit support for the status quo. 3. Participants - Participants are in some way engaged. They clearly favor or oppose their leaders and the groups and organizations of which they are a part. In either case, they care enough to invest some of what they have (time, for example) to have an impact. 4. Activists - Activists feel strongly about their leaders, and they act accordingly. They are eager, energetic and engaged. Because they are heavily invested in people and process, they work hard on behalf of their leaders or to undermine and even unseat them. LESSON #2: DEVELOPING LEADERS A-O-R MODEL It always leaves a certain impact in the organization. BECOMING A LEADER You saw something, you need to do something about 1. Formal Education it, and the results of the action. It is very superficial in 2. Experience problem solving by using the senses to identify the 3. Training and Development problem. You need to find out the impact of what 4. Assignment or Appointment you’ve done. If there is no impact, the things that you’ve done are useless. DE FACTO LEADER Temporary leader who was later on assigned as an WAYS TO CONSIDER IMPACT official leader. 1. Cost 2. Waste Stage PROBLEMS IN THE WORKPLACE 3. Behaviors 1. Low Intensity Conflict – Small problems 4. Overall Productivity that operationally endangered. Problems in day to day life that don’t have a massive M&A impact but if combined together, (e.g. Mergers – These are two or more companies who workers’ printing mistakes). Problems that are coming together to share a common resource to need to be addressed immediately. make one big institution. 2. Medium Intensity Conflict Acquisition – It’s the total elimination of the other. 3. High Intensity Conflict – Everyday or present problems that will most likely to MODERN THEORIES ON LEADERSHIP STYLES: impact the organization (e.g. combined UNIVERSITY OF IOWA workers’ printing mistakes). Autocratic – They are job-centered people that whatever happens or whatever you do, as long as the KENNETH BLANCHARD’S BALANCED job is done without all the dramas and emotions. Most SCORECARD of the decisions comes from one person only. Democratic – They gets to involve people in decision-making. MODERN THEORIES ON LEADERSHIP STYLES: UNIVERSITY OF MICHIGAN Job-Centered Leadership Style – It refers to the extent to which the leader takes charge to get the job done. Employee-Centered Leadership Style – It refers to the focus of the leader in addressing human needs of employees while developing relationships. LEADERSHIP STYLES FINANCE 1. Coercive Leadership Style Things to Remember: - These are people who are exercising their power 1. Income Statement – Profitability pf the by using force and fear. business. How much the states that were - Demands immediate compliance. received and expenses of the business. - Works best during crises and with problem people. a. Waste Stage – These are mistakes that - Overall impact on climate is a little negative. are done by the people inside the office. - Motto: “Do what I tell you!” 2. Balance Sheet – Assets, Liabilities, and - As a result, people follow begrudgingly and you Equity. don’t grow relationships. 3. Cash Flow – Inflows and outflows of the money of the company. 2. Authoritative Leadership Style Problems: - They are able to explain why they want you to do 1. People Problems - Salaries this, why they want you to do that, and why we need 2. Financial Problems - Expenses to achieve certain things. 3. Legal Problems – Liabilities - Mobilizes people towards a vision. - Works best when changes require a new vision or INTERNAL PROCESS when a clear direction is needed. It supposed to make things easier, convenient, and - Overall impact on climate is strongly positive. efficient for everyone inside the office. - Motto: “Come with me!” - As a result, people look up to you. CUSTOMER The more that internal process lacks, it affects and 3. Affiliative Leadership Style suffers the customers. - These are people who are very good people- people. LEARNING AND GROWTH - Creates harmony and builds emotional bonds. Training and investing in people. - Works best in healing “wounds” in a team or in motivating people during difficult times. ACTION-OBSERVATION-REFLECTION MODEL - Overall impact on climate is positive. FOR DEVELOPING LEADERS - Motto: “People come first!” - As a result people appreciate you. 4. Democratic Leadership Style - Leader and followers have an agreement that they agree on the conditions, they want to do, and what they want to happen. - Forces consensus through participation. - Works best in getting the “buy-in” and consensus from valuable employees. - Impact on climate is positive. - Motto: “What do you think?” - As a result, people feel important. 5. Pacesetting Leadership Style - People who thinks fast that they were impatient with people who cannot keep up their pace. - Sets high performance standards and demand the same from others. - Works best when quick results are needed from others. - Impact on climate can be negative if checks aren’t done properly at the right time. - Motto: “Do as I do…now!” - As a result, people may get over stressed at times. 6. Coaching Leadership Style - You are more patient, derived to develop the people to the future, and helps overcome weaknesses. - Develops people for the future. - Works best when performance improvements are needed for long-term strengths. - Overall impact on climate is positive. - Motto: “Try this.” - As a result, people learn from you. Coaching in NOT…. a. Mentoring - Mentor: Gives answers - Coach: Listens to answers b. Consulting - Consultant: Gives advice - Coach: Encourages client to reach own decisions c. Counseling - Counselor: Starts from the past - Coach: Starts from the present LEADERSHIP DEVELOPMENT METHOD Experience and Education Forced Promotions Mentoring and Coaching Training LESSON #3: LEADERSHIP 2. Authority Compliance Leader – Very high on structure and production but low on COMPETENCY people. They are needed the most in a time of crisis. LEADERSHIP COMPETENCY 3. Country-Club Leader – High on people, low Combination of skills, attitude, and aptitude. on production. 1. Attitude – A person’s behavior or mindset. 4. Middle of the Road Leader – Balanced, 2. Aptitude – A measurement of how a person ideal, or perfect. Balance in performance, can find out what is right and what is wrong. structure, and people. Democratic leader It includes a person’s decision making. who asks for the opinions of the members. 5. Team Leader – High on people, high on ORGANIZATIONAL DEVELOPMENT THEORY production. The perfect leader. MANAGERIAL GRID Communication Skills – It is not just about the grammar and how can a person articulate but it is also how can a person convince people using words. Technical Expertise – A person has an area of expertise. INFLUENCE People Relation Skills (PR Skills) – Every leader The power of any leader rests in influence. must have people relation skills. A leader must adapt No influence = not an ideal leader and get along with other people. Always remember to never mind the small or unnecessary things. MOTIVATION IN ACTION: A LEADER’S SECRET Organizational and Administrative Skills – It TO INFLUENCE includes time management and delegation of the Identifying and addressing the need. work. A leader must not do everything, but a leader Selecting the matching behaviors to satisfy the must delegate things to other people. Delegating need. things to people doesn’t mean dumping the job. Determining the required behavior from the - Job Dumping – Passing the things or jobs employee. to other people that don’t want or don’t know Using the appropriate reinforcement techniques. how to do it. Satisfaction and dissatisfaction. - Delegation Efficiency 1. Enable – The person learns. MUST DO DURING BANKRUPTCY 2. Empower – The person can actually 1. What the problem is? make decisions now. 2. Who was the source of the problem? 3. Engage – It helps transform the person or employee on becoming a person of HIRING PEOPLE themselves. Hire for attitude and train for skills. Professionalism / Commitment – It is about a leader’s leadership style. EFFECTIVE TECHNIQUES IN BUILDING UPWARD Analytical Thinking – The creative thinkers during RELATIONSHIPS the crisis that can think fast and always make the best Transparent Communication – Let people know decision. The decision might not be the correct one what’s happening in the business. but it has to be the best option for them. Initiative and Accountability – A leader can make a decision when needed. Making decisions that is fair BAD LEADER for everyone. Leader takes on the most difficult jobs. They cannot make decisions when the decision Cultivate Professionalism and Respect – Lead by need to be made. example. Mentoring and Feedback – Policy in feedback: TWO DIMENSIONS OF LEADERSHIP STYLES Kiss Kick Kiss (KKK). (OHIO STATE UNIVERISITY) Consistent Performance – From start to finish, the presence is always very visible. Creativity and Innovation 1. Creativity – Something out of nothing. 2. Innovation – Already there but made a few changes. Trustworthy Character – A trusted person. GAP ANALYSIS: STEPS 1. Identify the Current Situation 2. SMART Goals 3. Analyze the Gaps 4. Establish Strategies BEST ASSETS IN THE COMPANY COMMON LEADERSHIP GAPS Well Trained Employees – Structure defines the Confidence behavioral patterns of people. Strong Relationships Adaptable Communication DEVELOPING ONE’S LEADERSHIP STYLE: Digital Integration LEADERSHIP GRID THEORY Agile Leadership 1. Impoverished Leader (Laissez-faire) – Low concern on production and low concern EMERGING LEADERSHIP CONCEPTS on people. They don’t care about anything.  Change Leadership – It is the process of leading an organization through significant disruptions, transitions, or other organizational transformations. AI Generative Leadership – It refers to the integration of AI technologies in leadership practices to enhance decision-making, creativity, and strategic planning. Agile Leadership – It is about not only driving and promoting change, but also about being the change. Results based Leadership (Data Driven) – It shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. Innovative Leadership – It involves applying innovation and creativity to managing people and projects. LESSON #4: LEADERSHIP POWER STRATEGIES TO AVOID POLITICAL BLUNDERS Criticizing the Boss in a Public Forum – AND INFLUENCE Bypassing the Boss – Declining Offers from Top Management – POSITION POWER Tactless Comments – Legitimate Power – Non-Conformance – Reward Power – Coercive Power – UNETHICAL POLITICAL TACTICS AND STRATEGIES PERSONAL POWER Backstabbing – Personal Power – Embrace or Demolish Mindsets – Prestige – Setting Up for Failure – Divide and Rule – OTHER SOURCES OF POWER Playing Territorial Games – Ownership – False Catastrophe – Dependence – Abusing Power - Capitalizing on Opportunity – Managing Critical Problems – Close to Power – LEADERSHIP PRACTICES 1. Foster Initiative and Responsibility – 2. Link Work Activities to Organizational Goals – 3. Provide Ample Information – 4. Allow Group Members to Choose Methods – 5. Encourage Self-Leadership – 6. Establish Limits to Empowerment – 7. Continue to Lead – 8. Take into Account Cultural Differences – 9. Take into Account Empowerment Expectations – EFFECTIVE EMPOWERMENT Meaning to Work – Competence – Self-Efficiency – Self-Determination – Impact – Internal Commitment – ORGANIZATIONAL POLITICS: CONTRIBUTING FACTORS Leadership Political Support – Pyramid-Shaped Organizational Structure – Subjective Standards of Performance – Environmental Uncertainty and Turbulence – Emotional Insecurity – Machiavellian Tendencies – Encouraging Admiration from Subordinates – POLITICAL TACTICS AND STRATEGIES: LEADERSHIP STRATEGIES Power Contacts – Developing a Compelling Vision – Control Vital Information – Do What the Political Environmental Demands – Make a Quick Showing – Paying Back Everyone – Being Politically Correct – Accepting Changes – Psychological Capital – POLITICAL BEHAVIOR Networking – Reciprocity – Coalitions – POLITICAL BEHAVIOR AND GUIDELINES FOR DEVELOPING POLITICAL SKILLS LESSON #5: VALUES, ETHICS, AND CHARACTER VALUES Constructs that represent behaviors or states of affairs that are considered by the individual to be important. Personal Values VS Corporate Values 1. Personal Values – 2. Corporate Values – Moral Reasoning and Character-Based Leadership 1. Moral Reasoning Leadership – 2. Character-Based Leadership – FOUR ETHICAL DILEMMAS Trust VS Loyalty – 1. Trust – 2. Loyalty - Individual VS Community – 1. Individual – 2. Community – Short Term VS Long Term 1. Short Term – 2. Long Term – Justice VS Mercy – 1. Justice – 2. Mercy – CHARACTER BASED APPROACHES TO LEADERSHIP 1. Authentic Leadership – 2. Servant Leadership – Listening Empathy Healing Awareness Persuasion Conceptualization Foresight Stewardship Commitment to others’ growth Building community LEADING BY EXAMPLE Interpersonal Behaviors – Basic Fairness – Ethical Actions and Self-Expectations – Articulating and Ethical Standards – CREATING AND SUSTAINING AN ETHICAL CLIMATE Formal Ethics Policies and Procedures – Core Ideology – Integrity – Structural Reinforcement – Process Focus – ORGANIZATIONAL CULTURE Mission – Vision – Values –