Presentation on theme: "CHAPTER FOUR - LEADERSHIP. INTRODUCTION Who do you look up to as a leader? –Athletes, coaches, company leaders, politicians, etc. Peyton Manning leads."— Presentation transcript:
CHAPTER FOUR - LEADERSHIP
INTRODUCTION Who do you look up to as a leader? –Athletes, coaches, company leaders, politicians, etc. Peyton Manning leads with emotion, work ethic –Peyton Manning and Jeff Saturday arguing on the sideline.mp4Peyton Manning and Jeff Saturday arguing on the sideline.mp4 Successful leaders must have passion for what they do while remaining transparent, trustworthy, and must maintain a work ethic that others are willing to follow
SUMMARY Where does leadership power come from? How can we lead individuals on a personal basis? What is the most important skill for an event manager?
French and Ravens 5 Bases of Social Power 1.Referential power – How much people like you. 2.Legitimate power – You have the authority to tell someone what to do. 3.Reward power – Also includes punishment power, the social basis of power 4.Expert power – Expertise in subject area 5.Coercive power – Can I force you into doing something?
Maslow's Hierarchy of Needs 5. Self-Actualization - morality, creativity, problem solving 4. Esteem feeling of moving up in world, recognition, few doubts about self. 3. Belonging/Love - friendship, family, sexual intimacy 2. Safety feel free from immediate danger. 1. Physiological breathing, food, water, shelter, sleep.
Listening Skills -Crucial skill for fast-paced events -Judi Brownell, dean of Cornell University, says that "setting the stage for high quality customer service involves more than selecting the right employees and training them wellalthough those are critical steps. Managers must also develop and maintain a strong service culture by focusing on what happens inside the organization. This requires that you pay as much attention to creating a positive work environment for your employees as you do to creating a memorable experience for your guests. To meet this challenge of effective management by developing a strong internal service culture, you need to develop skills in effective listening thereby creating what I call a listening environment.
EXERCISE ONE – Maslows Heirarchy 1.Choose two co-workers of varying personalities and backgrounds 2.Determine which rung of Maslovs pyramid they currently occupy 3.What leadership actions will help move them to the next rung?
EXERCISE TWO – Listening Skills Pair off into groups of two Take turns having six one-minute conversations. For each conversation, focus on a different element of listening. Dont stop there – continue to think of these elements in future conversations.
EXERCISE TWO – Listening Skills 1.Be There - Be present in heart, mind and spirit with the person. You need to hear what he/she has to say. If you don't have the time, or don't want to listen, wait until you do. 2.Accept - Accept the person as she/he is without judgment or reservation or putting the person in a mental box or category, even though she/he may be very different from you. 3.Trust - Trust the person's ability to handle his/her own feelings, work through them, and find solutions to his/her own problems. 4.Listen - Don't plan what you are going to say. Don't think of how you can interrupt. Don't think of how to solve the problem, how to admonish, how to console or what the person "should" do. DON'T THINK TO STRUGGLE OR REACT...LISTEN! 5.Keep Out Of It - Keep yourself removed. Be objective. Don't intrude physically, verbally, mentally. Keep Quiet. Listen. It maybe hard to be passive. 6.Stay With the Other Person - Put yourself in the other's shoes. Don't become that person, but understand what he/she is feeling, saying and thinking. Stay separate enough to be objective, but involved enough to help.
Bibliography/References French and Raven's Five Forms of Power - Maslow's Hierarchy of Needs - Listening Skills and the Hospitality Industry - s/brownelltooltopost3.pdf?t=CHR s/brownelltooltopost3.pdf?t=CHR Listening Skills Exercise (University of Oregon) - n n