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The Manager as Leader Inspiring global commitment.

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Presentation on theme: "The Manager as Leader Inspiring global commitment."— Presentation transcript:

1 The Manager as Leader Inspiring global commitment

2 TM Ch 12-2 Is leadership born or taught? There are some traits common to acknowledged leaders But research shows it is behaviour that determines success Leadership involves an assessment of the situation and the application of an appropriate style

3 TM Ch 12-3 Zalezniks differentiation between managers and leaders Managers balance, leaders change Managers smooth, leaders shake Managers think about what is, leaders think about what could be Managers focus on execution, leaders on ideas Managers seek control, leaders seek risk Managers seek stability, leaders are comfortable with ambiguity Managers achieve existing goals, leaders set out new goals Managers look to compromise, leaders look for large gains, even at the risk of failure Managers focus on procedures, leaders focus on issues

4 TM Ch 12-4 Managers and leaders A manager s role is to...A leader s role is to … Attract Hire Motivate Recognize Communicate Listen Captivate Engage Inspire Reward Mobilize Empathize A manager is guided by... A leader is guided by... A plan A vision A manager makes decisions on the basis of … A leader makes decisions on the basis of... Analysis Instinct

5 TM Ch 12-5 Leadership is… The ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organization(s) of which they are members. TThe GLOBE Project

6 TM Ch 12-6 Styles of leadership (Likert) Behaviour Exploitative Authoritative Benevolent authoritative ConsultativeParticipative Leadership style Autocratic, top- down Paternalistic More attention paid to employees Employee- centred Motivation Punishments, some rewards More rewards but punishment emphasized Dominated by reward Employees set out goals and evaluate results Communication Downward, little teamwork Downward with some teamwork Employees provide their opinions Extensive communication both vertically and laterally Decision-making At top of organization Management sets boundaries Management consults but make final decisions Group or team leaders makes most decisions ControlProcess and output managed from top Management sets boundaries More control over output than over process Team appraises results

7 TM Ch 12-7 What kind of a leader would people prefer to work for? Intelligence Effort We know where were going but we arent doing much about getting there We are spending a lot of effort to no purpose We may not know where were going but at least we dont have to work hard to get there We know where we need to go and were making good progress toward getting there.

8 TM Ch 12-8 Culture and leadership National and cultural characteristics determine what is considered effective leadership International leaders need to assess the work situation and cultural context to respond effectively The GLOBE project explored national context and found leadership to depend on cultural norms

9 TM Ch 12-9 Universal positive and negative leadership traits Positively regarded Negatively regarded Trustworthy Just Honest Plans ahead Encouraging Positive Dynamic Motivator Confidence Builder Dependable Intelligent Decisive Effective bargainer Win-win problem solver Skilled administrator Communicators Informed Team builder Loner Asocial Non cooperative Non-explicit Egocentric Ruthless Dictatorial

10 TM Ch 12-10 Universal leadership tactics Assertiveness Friendliness Reasoning Bargaining Sanctioning Appeals to higher authority Coalition building

11 TM Ch 12-11 Transformational leadership Articulates a new vision convincingly Breaks with tradition Sets out a clear path to future goals Infuses purpose in goals understood by all Willing to take risks Wants to lead Builds power base Leads by example

12 TM Ch 12-12 The challenge of attribution Different perspectives on why something happens or what it means External factors (related to events over which there is no control) versus internal factors (personality, mood, preferences) Misattributions can easily occur, especially in cross-cultural situations Misattributions can make effective communication impossible

13 TM Ch 12-13 Building the right skills More than market-specific knowledge Appreciation of important nuances Understanding that leadership depends on expectations of those led Expectations are culturally determined Understanding of what drives and motivates employees Use knowledge to develop necessary management skills

14 TM Ch 12-14 Management challenges Understanding traditions Effective supervision HR and job assignments Cultural fatigue

15 TM Ch 12-15 Some ethical questions Is a handshake binding? Is a missed delivery date a breach of promise? When does gift giving become a bribe? Is bribery acceptable to secure the deal?

16 TM Ch 12-16 Building company loyalty A corporate philosophy that focuses on people A company goal that employees can believe in Pay attention to social justice and equality Respect the pride and dignity of every employee Foster a climate for mutual discussion and openness

17 TM Ch 12-17 Selecting the right manager Technical skills Managerial skills Flexibility Tolerance Willingness to learn new things Ability to deal with ambiguity Interest in other peoples and cultures

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