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1 Chapter 12 The Manager as Leader ©2008 Thomson/South-Western.

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1 1 Chapter 12 The Manager as Leader ©2008 Thomson/South-Western

2 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 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

4 4 Basic Leadership Traits Intelligence Judgment Objectivity Initiative Dependability Cooperation MNEMONIC I J O I D Honesty Courage Confidence Stability Understanding C H C C S U

5 5 Power – the ability to control behavior Positive + Negative - BOTH WORK!

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

7 7 Assessment 12-1 Unscramble the words below. They are all basic leadership traits. LIADPEDENITY— OHTSENY— NFINCEDOCE— TTINIVIE— ELTNIELGICNE— GEOUCRA— TNMGDUJ— LBATSTIYI—


9 9 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.

10 10 Human Relations Skills 1. Self-understanding 2. Understanding others 3. Communication 4. Team building 5. Developing job satisfaction

11 11 Human Relations Skills Rank for Motivating Employees ?? Self-understanding Understanding others Communication Team building Developing job satisfaction

12 12 Human Relations Skills Rank for Accomplishing the Goals ?? Self-understanding Understanding others Communication Team building Developing job satisfaction

13 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 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 15 Leadership Styles Autocratic leader — gives direct, precise orders and detailed instructions; seldom consults with employees Employee decisions - NO EFFICIENCY – YES EMERGENCIES - YES Democratic leader — encourages workers to share in decision making DISCUSSION - YES

16 16 Leadership Styles Open leader — gives little or no direction Good for Experienced workers Situational leader — matches actions and decisions to the circumstances Most effective leaders use this style

17 17 Which type of Management style? Based on the belief that employees jobs meet many of their personal needs and that employees who enjoy their work do a better job? LIMITED MANAGEMENT

18 18 Which type of Management style? Based on the belief that employees are NOT very interested or motivated and work only because they get paid? CLOSE MANAGEMENT

19 19 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.

20 20 Dealing with Employee Problems Handling difficult personal problems ARE YOU QUALIFIED? d i v o r c e d

21 21 Let the company do it: How? Most companies have contracts set up with professionals: Counselor Health Care Facilities Insurance To be kept confidential or private.

22 22 Dealing with Employee Problems Applying work rules (regulations created to maintain an effective working environment in a business) Why? Safety Security Break the Rule? 1 = Oral Warning 2 = Written up 3 = Suspension and firing

23 23 Dealing with Employee Problems Responding to rules violations React Immediately React Objectively React Firmly Know as the “Hot Stove Principle”

24 24 Ensuring work rules are followed

25 25 PARTNERS VolpeDenardoJohnston RepkoGiacinoKaminski BaroodHardingMajewski MartinMcGowanRossetti TaylorPulaksiKarpiscak Maleczkowicz CoySparano FordStanley SmithVaccaro SovakZuccari TrostCorrigan McDermott Rewrite in your own terms 12.4 page 314 Put everyones name at the top. SAG 12-E. Decide on 2 rules and be ready to promote and defend your rule.

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