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Chapter 12

The Manager as a Leader

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Lesson 12.1 The Importance of LeadershipGoals Recognize the importance of leadership and

human relations. Identify important leadership characteristics

and types of power. Describe four types of power available to

leaders.

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1. Changing Role of Managers / Leaders

Years ago, managers just told employees what to do and expected them to do it

Nowadays, other elements are important Employees must understand why the work is

important and must want to do the work Leader — manager who earns the respect and

cooperation of employees to effectively accomplish the work of the organization

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2. What Is Leadership?

Leadership — ability to influence individuals and groups to cooperatively achieve organizational goals

Human Relations skills – how well people get along with each other when working together Groups of people that respect one another and

work well together do better work than groups characterized by negative feelings, hostility, etc.

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3. Developing as a Leader

A manager can contribute to effective or ineffective human relations

Not every manager is an effective leader BUT – these skills can be learned Lots of money is spent on leadership training for

managers

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4. Good vs. Bad Leaders

Good managers / leaders create a work environment in which employees enjoy their work and want to do a good job

Poor managers / leaders may be able to get employees to perform the necessary tasks, but the work may be done poorly and inefficiently

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5. Basic Leadership TraitsPersonal Qualities, rather than specific ways that managers behave

Intelligence Judgment Objectivity Initiative Dependability Cooperation

Honesty Courage Confidence Stability Understanding

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6. Management Power

POSITION POWERPOSITION POWER comes from manager’s

position in theorganization

REWARD POWERREWARD POWERbased on the ability

to controlrewards and punishments

EXPERT POWEREXPERT POWER given to people because of

their superior knowledgeabout the work

IDENTITY POWERIDENTITY POWER given to people because others identify with and

want to be accepted by them

• Power – the ability to control behavior

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7. Using Power Effectively

Managers can influence their employees because of position or because of the rewards/punishments they control Not related to leadership characteristics Employees do not grant those types of power to managers Employees do the work – but not willingly

Expert and identity power Related to leadership characteristics

Can there be powerful people within a business that are not managers? …explain!

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Checkpoint!

Can you…

Recognize the importance of leadership and human relations?

Identify important leadership characteristics and types of power?

Describe four types of power available to leaders?

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Lesson 12.2 Developing Leadership SkillsGoals Discuss why businesses value leadership

skills of managers and employees. Identify and define five important human

relations skills.

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8. Leadership in Business

Since the shift to teamwork in business Employers want to hire people with leadership

skills Training and personal development for many

employees, not just managers

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9. Human Relations Skills Managers are in contact with other managers,

employees, customers, etc. and need the following skills: Self-understanding – an awareness of your attitudes and

opinions, your leadership style, your decision-making style, and your relationships with other people

Understanding others – cannot treat all people the same Communication – listening, speaking, writing

Know WHAT needs to be communicated and HOW Team building – getting people to believe in the goals of

the company and work well together to accomplish them Developing job satisfaction – influenced by personal

characteristics, individual needs, and the work itself

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Checkpoint!

Can you…

Discuss why businesses value leadership skills of managers and employees?

Identify and define five important human relations skills?

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Lesson 12.3 Leadership StylesGoals Describe three views of employees that affect

the amount of management supervision. Differentiate among three leadership styles.

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10. Management Views of Employees Close management — employees must be closely

managed to perform well Mgr believes emp. will not take initiative otherwise Mgr believes emp. only work to get paid

Limited management — employees enjoy their work and do not need close supervision and control Mgr asks emp. how they want to do their work, less control

Flexible management — managers’ flexible views of employees allow flexibility in their treatment Mgr switches style between the two above depending upon

the situation

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11. New vs. Experienced Employees

New employees May be unsure of the work and appreciate closer

supervision If they feel the mgr doesn’t trust them, they may

require more mgr attention Experienced employees

Will be upset with very close supervision May feel like mgmt doesn’t have confidence in

them

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Checkpoint!

What are the views of employees that lead to close management and to limited management?

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12. Leadership Styles

The way a manager gives directions, handles problems, and makes decisions

Affected by: Manager’s preparation Experiences Beliefs about whether employees like or dislike their

work

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13. Types of Leadership Styles Autocratic leader — gives direct, precise

orders and detailed instructions; seldom consults with employees = EFFICIENCY Discourages employees from thinking about

better ways of doing their work Does not prepare employees for leadership

positions Best used in emergency situations

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Democratic leader — encourages workers to share in decision making Employees feel managers have confidence in them Time consuming, some people don’t like to be involved in

decisions Open leader — gives little or no direction

Emp. are expected to know what need to be done Can lead to lack of direction and confusion Not ideal for new employees

Situational leader — matches actions and decisions to the circumstances Combo of the other 3 styles *MOST EFFECTIVE STYLE OF LEADERSHIP

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Checkpoint!

Can you…

Describe three views of employees that affect the amount of management supervision?

Differentiate among three leadership styles?

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Lesson 12.4 Dealing with Employee ProblemsGoals Recognize when and how to deal with the

personal problems of employees. Discuss why work rules are needed in

organizations. Describe how managers should respond to

employee rules violations.

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14. Dealing with Employee Problems Handling difficult personal problems

Can be drug/alcohol abuse, financial difficulties, personal relationships

Managers needs to help resolve these issues Offer counseling or professional services

Applying work rules (regulations created to maintain an effective working environment in a business) IE:

Responding to rules violations Hot Stove Principle: reacting immediately, objectively,

and firmly to rules violations

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15. Management Guidelines for Enforcing Work Rules Explain work rules and provide written copies

of the rules to all employees. Acquaint employees with penalties for work

rule violations and make sure they understand the penalties as well as when and how they will be applied.

Investigate any violation thoroughly before taking action.

Consider any special circumstances before determining the violation and the penalty.

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Act as soon as possible after investigating a violation and deciding on the action to be taken.

Inform the employee who violated a work rule of the rule that was violated, the penalty that will be applied, and the reason for the penalty.

Treat similar violations consistently. Punish in private and praise in public. Encourage employees to follow work rules by

rewarding those who consistently follow the rules.

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Checkpoint!

Can you… Recognize when and how to deal with the

personal problems of employees? Discuss why work rules are needed in

organizations? Describe how managers should respond to

employee rules violations?