Leader
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Transcript of Leader
The Supervisor
as Leader
Overview
You and Your People
The Nature of Leadership
Choosing a Leadership Style
“Managers are people who do
things right;
Leaders are people who do
right things.”
“Leadership is simply the process of
influencing someone to do something that
he or she might otherwise not do.”
Dr. Paul Hersey
Chairman, Center for Leadership Studies
Great people talk about ideas.
Average people talk about things.
Small people talk about other people.
-- Author: Unknown
Definitions
Autocratic leader Carrot-and stick technique Coaching style Delegating style Directing style Formal authority Formal leader Generation X Informal leader Leader
• Leadership style
• MBWA
• Power
• Real authority
• Situational leadership
• Supporting style
• Theory X
• Theory Y
• Transactional leader
• Transformational leader
You and Your People The hospitality industry:70 percent part-time job. No special skill, ability or experience is required. Turnover rate of hourly workers in restaurants is 100 % Diverse workplace Approximately half of the foodservice workers 18-34
years a group referred to as Generation X. At least 50% of both food service and hotel workers are
women Employees do not want a militant fashion supervisors Supervisors and managers are essentials in the
hospitality
The Nature of Leadership
Leader:Leader: Someone who guides or influences the
actions of his or her employees to reach certain goals.
An important managerial function is to be a leader
A leader is a person whom people follow voluntarily.
You have to get people to work for you willingly and
to the best of their ability.
Many leadership skills are innate; not all managers
make great leaders.
The Jobs and the Workers
Characteristics of the Hospitality IndustryCharacteristics of the Hospitality Industry Many low-wage, entry level positions
Semi-skilled or skilled positions
Generation X ( born between 1964-1979)
Generation Y (born between 1980-1990)
Employees do not want supervisors to bark orders in a militant
fashion, they want training and expect management to invest time
and money on their training and development
High turnover
60% women workers
Minority workers
Characteristics of Leaders
Characteristics of Leaders
Drive
Desire to influence others
Honesty & Moral character
Self-confidence
Intelligence
Relevant knowledge
Characteristics of Leaders
Primary Sources of Power
Legitimate power
Reward Power
Coercive power
Expert power
Seven steps of establishing a foundation for leadership development:
1. Investing time, resources, and money to
create a supportive culture
2. Defining the differences between
management skills and leadership abilities
3. Developing quantifiable measurable that
support leadership skills
4. Focusing on leadership skill during
management training
5. Encouraging continuous education of
leadership skills
6. Recognizing leaders on all levels
7. Rewarding all enthusiastic leaders
Seven steps of establishing a foundation for leadership development:
PowerPower
Formal LeaderFormal Leader
• The ability to command
The person who act as leader
Informal LeaderInformal Leader Informal leaders are perceived by others
as showing higher levels of leading than formal leaders overall.
Formal AuthorityFormal Authority• Right to command employees,
given you by the organization
Definitions
moreMBWAMBWA
• Management by Wandering (Walking) Around
AutocraticAutocratic
BureaucraticBureaucratic
Making decisions without input from staff. Give orders without explanation
“Manage by the book”. Be a “Police Officer”
DemocraticDemocratic(Participative)(Participative)
Share decision making responsibility. Input from employees.
Leadership Styles
moreLaissez-faireLaissez-faire “Lead as little as possible”
Old-Style Boss
PROS
Some workers respond to
a command-obey style of
direction
Can be effective
Can be necessary
CONS
• Average American does not respond to autocratic style
• More likely to increase problems than to lessen them
• Breeds resentment, low morale, and adversary relationship
Customer service suffers and patrons go somewhere else
Theory X and Theory Y
Theory X’s Faulty Assumptions
1. The “average human being” has an inborn dislike of
work and will avoid it as much as possible.
2. He or she must be “coerced, controlled, directed,
threatened with punishment” to get the work done.
3. He or she prefers to be led, avoids responsibility, lacks
ambition, and wants security above all else.
Douglas McGregor
Theory X and Theory Y
Theory Y Propositions
1. Work is as natural as play or rest; people do not inherently dislike it.
2. People will work of their own accord toward objectives to which they feel committed without control or the threat of punishment.
3. People become committed to objectives that fulfill their inner personal needs.
Theory X and Theory Y
Theory Y Propositions4. People can learn not only to accept responsibility but
also to seek it. Lack of ambition, avoidance of responsibility, and the desire for security are not innate human characteristics.
5. Capacity for applying imagination, ingenuity, and creativity to solving on-the-job problems is “widely, not narrowly, distributed in the population.”
6. The modern industrial organization uses only a portion of the intellectual potential of the average human being.
Theory X
Work is naturalWork is natural
Capable of self-directionCapable of self-direction
Seek responsibilitySeek responsibility
Can make good decisionsCan make good decisions
Work avoiding Work avoiding
Need to controlNeed to control
Avoid responsibilityAvoid responsibility
Workers seek securityWorkers seek security
Theory Y
Theory X & Y
Situational Leadership
Behaviors
(Kenneth Blanchard and Paul Hersey)(Kenneth Blanchard and Paul Hersey)
Directive Behaviors
Supportive Behaviors
DirectingDirecting
CoachingCoaching
Close supervision most effective for training or emergencies
Direct supervision and support to build commitment
SupportiveSupportive
Situational Leadership Styles
more
DelegatingDelegating
Assists employees lacking commitment to improve performance
“Lead as little as possible”
Situational Leadership Styles
Transactional Leadership(Burns, 1978; Bass 1985)
Transactional Leadership… Leadership is a process where a leader is able
to bring about desired actions from others by using certain behaviors, rewards, or incentives
Transactional leaders motivate workers by appealing to their self-interest
Transactional Leaders Transactional leaders use
conventional reward and punishment to gain compliance from their followers.
"Do as I say and you will get a raise."
"Meet this quota or you will get fired."
a typical statement:
«If you reach the quality
goal, you‘ll get 5% of your
annual wage as a bonus»
Transformational Leaders
Transformational leaders
Communicate with and inspire workers about the mission and objectives of the company
Provide workers with meaningful, interesting, and challenging jobs
Act as coaches and mentors to support, develop and empower workers
Lead by example
a typical statement:
«You are a bit
unconcentrated
during the last
days; is there
anything wrong
at home or with
your collegues?»
Transformational Leadership
Transformational Leadership… Leadership is a process of eliciting performance above
and beyond normal expectations
Charisma
Individual consideration
Intellectual stimulation
TransformationalTransformationalLeadershipLeadership
CommunicatingCommunicatingthe Visionthe Vision
Modelling Modelling the Visionthe Vision
CreatingCreatinga Strategica Strategic
VisionVision
BuildingBuildingCommitmentCommitment
Transformational Leadership Elements
Developing Your Own Style
No one can teach you; but a lot of what the behavioral scientists are saying can be very useful to you.
Theory X makes people unproductive and worst counterproductive.
Theory Y satisfy inner needs as self respect, achievement, independence, responsibility status, and growth.
How you behave, your leadership style
Who your followers are: their competence and motivation for a given task
The match between how and who
What leadership skills you can apply
Leaders:
Establish direction
Align people
Motivate and inspire
Produce change
Look forward
Leader vs. Manager
Managers:
Plan & Budget
Organize & Staff
Problem solve
Produce order&
predictability
Move things forward
..L.E.A.D.E.R.S.H.I.P.
LoyaltyExcellenceAttitudeDeterminationEnergyResponsibilityStandardsHonorInspirationPerformance
Leaders and Managers: Distinguishing their Roles
Establishorganizational
mission
FormulateStrategy for
implementingmission
Implementorganizational
strategy
Leader’s JobLeader’s Job
Manager’s JobManager’s Job
Examples of Applying Theory
Substandard performance (no rewards for performance)
Reduced role ambiguity (clearer effort-to-performance links)
Newly formed work unit
Directive behaviors (tell followers what to do and how to do it)
Directive behaviors (make rewards available and contingent on performance)
Clearer performance-to-reward links (increased valence)
Higher effort
Higher satisfaction
Higher effort
Higher satisfaction
Situation Leader Followers Outcomes
..
“ Always dream and shot higher than you know you can do. Don’t bother just to be better than your
contemporaries or predecessors. Try to be better than yourself”
Old Chinese Proverb
Thanking You
By:-
superVAR