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Chapter 12 The Manager as Leader.

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Presentation on theme: "Chapter 12 The Manager as Leader."— Presentation transcript:

1 Chapter 12 The Manager as Leader

2 Lesson 12.1 The Importance of Leadership
Goals Recognize the importance of leadership and human relations. Identify important leadership characteristics and types of power. Describe four types of power available to leaders.

3 What Is Leadership? Leadership
ability to influence individuals and groups to cooperatively achieve organizational goals Leader manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization Human Relations how well people get along with each other when working together A successful team will need both an effective leader and cooperative and supportive team members. Traits that make a good leader are also needed by members of the team.

4 Managers as leaders Managers must be able to plan, organize, implement and control work. A manager must understand the work to be done and the business in which they work. (ie. How things are organized) The most important job of a manager is to create an environment that encourages employees to do their best work to make the business successful. Leadership has been shown to be directly related to the success of an organization. A good manager helps employees get work done correctly and willingly. A good manager creates an environment in which employees enjoy their work and want to do a good job. A poor leader may be able to get employees to perform, but the work may be done poorly and inefficiently. Employees may interfere with success rather than contributing to it.

5 Basic Leadership Traits
Intelligence Judgment Objectivity Initiative Dependability Cooperation Honesty Courage Confidence Stability Understanding See page 298. Not every manager is an effective leader…. but leadership skills can be developed. Leadership training often emphasizes leadership and effective human relations.

6 Management Power Power is the ability control behavior.
POSITION POWER comes from manager’s position in the organization REWARD POWER based on the ability to control rewards and punishments IDENTITY POWER given to people because others identify with and want to be accepted by them EXPERT POWER given to people because of their superior knowledge about the work

7 Management Power and Effective Leadership.
Position and Reward Power come from the position in the company, not granted from the employees. This position of power, you may be able to get the employees to work, but it may not be willingly or well. Expert and Identity Power come from employees, not position in the company. Employees grant this kind of power to managers they consider worthy of it. Expert and Identity Power are related to effective leadership characteristics.

8 Lesson 12.2 Developing Leadership Skills
Goals Discuss why businesses value leadership skills of managers and employees. Identify and define five important human relations skills.

9 Leadership in Business
People are not necessarily born leaders. Through training and personal development, individuals can improve leadership skills. People in the organization who are not managers need to have leadership skills. Employees often serve as group leaders Companies look to hire employees with leadership training or who have placed themselves in leadership opportunities.

10 Safeway Classes Offered (mandated) to Employees
Classes offered to improve human relations, leadership ability and management expertise. Diversity (race, religions, gender, sexual orientation, etc.) Achieving Management Excellence (AME) People in Charge (PIC) Providing World Class Service (WCS) Chapter 12 The Manager as Leader

11 Human Relations Skills
Self-understanding Awareness of your attitudes and opinions, leadership style, decision-making style and relationships with others. Understanding others A manager cannot treat everyone the same. Managers need to know the best way to work with each employee. Communication A manager must know what needs to be communicated. A manager must not communicate too much or too little. A manager must have skill in using official communications channels. A manager must understand informal channels. A manager must be skilled in written and oral communication.

12 Human Relation Skills Cont’d
Team building Employees need to feel they are part of team. Get employees to believe in the goals of the company and work well together to accomplish them. Teams take responsibility for work and pride in the results. Developing job satisfaction Placing people in places where they can find success.

13 Lesson 12.3 Leadership Styles
Goals Describe three views of employees that affect the amount of management supervision. Differentiate among three leadership styles.

14 Management Views of Employees
Close management — employees must be closely managed to perform well Limited management — employees enjoy their work and do not need close supervision and control Flexible management — managers’ flexible views of employees allow flexibility in their treatment

15 Leadership Styles Autocratic leader — Democratic leader —
gives direct, precise orders and detailed instructions; seldom consults with employees Democratic leader — encourages workers to share in decision making Open leader — gives little or no direction Situational leader — matches actions and decisions to the circumstances

16 Lesson 12.4 Dealing with Employee Problems
Goals 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.

17 Dealing with Employee Problems
Handling difficult personal problems Applying work rules (regulations created to maintain an effective working environment in a business) Responding to rules violations

18 Steps in Problem Solving
Identify the problem. List possible solutions. Analyze the solutions. Select the best solution.

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