2Lesson 12.1 The Importance of Leadership GoalsRecognize the importance of leadership and human relations.Identify important leadership characteristics and types of power.Describe four types of power available to leaders.
3What Is Leadership? Leadership ability to influence individuals and groups to cooperatively achieve organizational goalsLeadermanager who earns the respect and cooperation of employees to effectively accomplish the work of the organizationHuman Relationshow well people get along with each other when working togetherA 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.
4Managers as leadersManagers 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.
5Basic Leadership Traits IntelligenceJudgmentObjectivityInitiativeDependabilityCooperationHonestyCourageConfidenceStabilityUnderstandingSee page 298.Not every manager is an effective leader…. but leadership skills can be developed. Leadership training often emphasizes leadership and effective human relations.
6Management Power Power is the ability control behavior. POSITION POWERcomes from manager’sposition in theorganizationREWARD POWERbased on the abilityto controlrewards and punishmentsIDENTITY POWERgiven to people becauseothers identify with andwant to be accepted by themEXPERT POWERgiven to people because oftheir superior knowledgeabout the work
7Management 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.
8Lesson 12.2 Developing Leadership Skills GoalsDiscuss why businesses value leadership skills of managers and employees.Identify and define five important human relations skills.
9Leadership 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 leadersCompanies look to hire employees with leadership training or who have placed themselves in leadership opportunities.
10Safeway 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 12The Manager as Leader
11Human Relations Skills Self-understandingAwareness of your attitudes and opinions, leadership style, decision-making style and relationships with others.Understanding othersA manager cannot treat everyone the same.Managers need to know the best way to work with each employee.CommunicationA 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.
12Human Relation Skills Cont’d Team buildingEmployees 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 satisfactionPlacing people in places where they can find success.
13Lesson 12.3 Leadership Styles GoalsDescribe three views of employees that affect the amount of management supervision.Differentiate among three leadership styles.
14Management Views of Employees Close management —employees must be closely managed to perform wellLimited management —employees enjoy their work and do not need close supervision and controlFlexible management —managers’ flexible views of employees allow flexibility in their treatment
15Leadership Styles Autocratic leader — Democratic leader — gives direct, precise orders and detailed instructions; seldom consults with employeesDemocratic leader —encourages workers to share in decision makingOpen leader —gives little or no directionSituational leader —matches actions and decisions to the circumstances
16Lesson 12.4 Dealing with Employee Problems GoalsRecognize 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.
17Dealing with Employee Problems Handling difficult personal problemsApplying work rules (regulations created to maintain an effective working environment in a business)Responding to rules violations
18Steps in Problem Solving Identify the problem.List possible solutions.Analyze the solutions.Select the best solution.