1. Management Practice: Part 6

2. Define leader and leadership. Compare and contrast early theories of leadership. Describe the three major contingency theories of leadership. Describe contemporary views of leadership. Discuss contemporary issues affecting leadership. Learning Outcomes

3. A Manager’s Dilemma “Management theory suggest that compared to an individual, diverse group of people will be more creative because team members will bring a variety of ides, perspectives, and approaches to the group” (pg. 230). THINK: “Suppose you’re at Google’s Hyderabad facility. How would you gauge a potential hire’s ability to work as a team member, and how would you maintain your team’s innovation when new engineers and designers join the group?” (pg. 230)

4. Global Sense Workforce productivity encompasses both efficiency and effectiveness. So how does workforce productivity stack up around the world? Evaluate and compare the US to other countries, by clicking on the following link from The U.S. Department of Labor-Bureau of Labor Statistics, International Labor Comparison: http://www.bls.gov/fls/ http://www.bls.gov/fls/

5. Continuing Case: Starbucks-Organizing Click on the following link and research Starbucks website, based on the information shared in your text on pages 230-232: www.starbucks.com www.starbucks.com

6. Structuring Starbucks The structure of the Starbucks Corporation is not an uncommon one. Starbucks executives oversee the company from its headquarters in the city of its birth, Seattle, Washington. Around the country, district managers oversee regional groupings of stores. These district managers report directly to the Starbucks Corporation. At each store, a store manager acts as the chief. Under this store manager are a collection of shift supervisors who act as managers on duty when the store manager is out. Below the shift supervisors are the rest of the employees, referred to as baristas. Retrieved from: http://smallbusiness.chron.com/starbucks-its- organizational-design-12857.htmlhttp://smallbusiness.chron.com/starbucks-its- organizational-design-12857.html

7. People Management at Starbucks Read the International Journal of Learning & Development article, by clicking on the following link and downloading the full pdf: http://www.macrothink.org/journal/index.php/ijld/article/view/5994 http://www.macrothink.org/journal/index.php/ijld/article/view/5994

8. Review Learning Outcome 1 Define leader and leadership. –A leader is someone who can influence others and who has managerial authority. –Leadership is a process of leading a group and influencing that group to achieve its goals. –Managers should be leaders because leading is one of the four management functions.

9. Review Learning Outcome 2 Compare and contrast early theories of leadership. –The University of Iowa studies explored three leadership styles. –The Ohio State studies identified two dimensions of leader behavior—initiating structure and consideration. –The University of Michigan studies looked at employee-oriented leaders and production- oriented leaders.

10. Review Learning Outcome 2, (cont.) The Managerial Grid looked at leaders’ concern for production and concern for people and identified five leader styles. The behavioral studies suggest that a leader’s behavior has a dual nature: a focus on the task and a focus on the people.

11. Review Learning Outcome 2, (cont.) Pressures to conform can heavily influence a person’s judgment and attitudes. If carried to extremes, groupthink can be a problem. Group decision making and conflict management are important group processes that play a role in performance and satisfaction. Effective communication and controlled conflict are most relevant to group performance when tasks are complex and interdependent.

12. Review Learning Outcome 3 Describe the three major contingency theories of leadership. –Fiedler’s model attempted to define the best style to use in particular situations. –Hersey and Blanchard’s situational leadership theory focused on followers’ readiness. –The path-goal model developed by Robert House identified four leadership behaviors: directive, supportive, participative, and achievement-oriented.

13. Review Learning Outcome 4 Describe contemporary views of leadership. –Leader–member exchange theory (LMX) says that those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction. –A transactional leader exchanges rewards for productivity –A transformational leader stimulates and inspires followers to achieve goals.

14. Review Learning Outcome 5 Discuss contemporary issues affecting leadership. –The five sources of a leader’s power are legitimate, coercive, reward, expert,, and referent. –Today’s leaders face the issues of managing power, developing trust, empowering employees, leading across cultures, and becoming an effective leader.