Management and Staff Development PDF

Management and Staff Development Week 5: Leadership and Communication 1–1  “The crowd will follow a leader who marches twenty steps in advance; but if he is a thousand steps in front of them, they do not see and do not follow him.”...

Management and Staff Development Week 5: Leadership and Communication 1–1  “The crowd will follow a leader who marches twenty steps in advance; but if he is a thousand steps in front of them, they do not see and do not follow him.” Georg Brandes 2  Definitions of Leadership Leadership is “the behavior of an individual … directing the activities of a group toward a shared goal” (Hemphill & Coons, 1957, p. 7). Leadership is “the process of influencing the activities of an organized group toward goal achievement” (Rauch & Behling, 1984, p. 46). “Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished” (Richards & Engle, 1986, p. 206). Leadership is “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization …” (House et al., 1999, p. 184).  Our Definition of Leadership “Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.”  Functions Performed by Managers All managers perform four major functions: – Planning – Organizing – Leading – Controlling – Thus, leadership is a part of every manager’s job 5  Are All Leaders Managers? A Manager – Has a formal title and designated authority A Leader – Is a person (manager or nonmanager) with influence A Follower – Is a person influenced by a leader 6  The Role of Influence Influence – Is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change – Is the essence of leadership How Do Managers and Leaders Use Influence – Managers may influence through coercion – Leaders influence by gaining followers’ commitment and enthusiasm 7  Characteristics of Effective Leaders Know when to lead and when to follow Influence followers to support organizational objectives and interests Provide direction Set challenging objectives and lead the charge to achieve them Influence change for continual improvement Enjoy working with people and helping them succeed 8  Leadership Skills: Discussion Question Are leaders born or are they made? – Most researchers say the answer is both: Some are born with natural ability and develop it Some are developed through effort and hard work All people have potential leadership skills Organizations spend millions every year to develop leadership skills of their employees 9  Management versus Leadership Old-Style Managers: – Were autocratic – Made all decisions – Maintained tight controls over employees New Leader-Managers: – Are primarily participative – Focus on leadership – Share management functions with employees – Have good relationships with followers – Realize that people are the most important asset 10  Leaders versus Managers Successful leaders are also good managers Successful managers are also good leaders The leadership and management paradigms overlap 11  Formal and Informal Leadership Formal Leadership Formal leadership is where a person is officially designated as the leader of a group. Examples of this kind of leadership are CEO of a company, a teacher at a school, the captain of a sporting team and the head of a department. It's the formal leader’s job to organize the available resources, work out the logistics and motivate the members of the team to carry out their tasks to the best of their abilities. Formal leaders have authority and certain rights and privileges that informal leaders lack. The formal leader wields power over the group and has the authority to © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain pro 1–12 duct or service or otherwise on a password-protected website for classroom use.  Formal and Informal Leadership Informal Leadership An informal leader is a person who's not officially appointed as the head of a group. However, the other members look to him for motivation and inspiration. Although these leaders are not in a formal position of leadership, they are recognized as leaders by their peers. The informal leader, does can't formally take action against any members of the group, nor is he able to reward his teammates. He has to rely on open communication, a shared vision, guidance and charisma. The informal leader has to lead through example, individual behavior and personality. © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain pro 1–13 duct or service or otherwise on a password-protected website for classroom use.  ESSENTIAL COMMUNICATION SKILLS FOR LEADERS 1. Ability to Adapt Your Communication Style 2. Active Listening 3. Transparency 4. Clarity 5. Ability to Ask Open-Ended Questions 6. Empathy 7. Open Body Language 8. Receiving and Implementing Feedback © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain pro 1–14 duct or service or otherwise on a password-protected website for classroom use.  Trait Theories of Leadership Trait Theories – Attempt to identify the distinctive physical and psychological traits of individuals that account for leadership effectiveness Examples: – High energy level – Appearance – Aggressiveness – Persuasiveness – Dominance – Self-reliance 15  Behavioral Leadership Theories Behavioral Theories – Attempt to explain distinctive styles used by effective leaders, or to define the nature of their work—what the leader actually does on the job (behavior) – Explored two generic dimensions of effective leader behavior: Task-oriented leadership People-oriented leadership 16  Leadership Behavior and Styles Behavior is based on traits and skills Relationships between leaders and followers are based on the leaders’ traits and attitudes Relationships are good predictors of employee behavior and performance Leadership style is the combination of traits, skills, and behaviors leaders use as they interact with followers 3–17  University of Iowa Leadership Styles Autocratic Leader – Makes decisions, tells employees what to do, and closely supervises them Democratic Leader – Encourages participation in decisions, works with employees to determine what to do, and does not closely supervise them Autocratic Democratic 3–18  University of Michigan Leadership Model: Two Leadership Styles, One Dimension Job-centered Leadership Style: – Leader focuses on getting the job done by defining clear roles and goals for subordinates and closely directing them in their work. Employee-centered Leadership Style: – Leader provides support and interaction facilitation by developing relationships based on mutual trust, support, and respect to meeting employees’ needs. Job-Centered Employee-Centered Leadership Style Leadership Style 3–19  Ohio State University Leadership Model Leader Behaviors Identified Using the Leader Behavior Questionnaire (LBDQ): – Initiating structure behavior Focuses on getting the task done, primarily concerned with accomplishing the task in an efficient and reliable way. Is essentially the same as the job-centered leadership style – Consideration behavior Focuses on meeting people’s needs and developing relationships Is essentially the same as the employee-centered leadership style primarily concerned with increasing mutual trust, cooperation, job satisfaction, and identification with the team or organization. 3–20