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The Manager as a Leader Chapter 12. The Importance of Leadership Definition: Leadership is the ability to influence individuals and groups to cooperatively.

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Presentation on theme: "The Manager as a Leader Chapter 12. The Importance of Leadership Definition: Leadership is the ability to influence individuals and groups to cooperatively."— Presentation transcript:

1 The Manager as a Leader Chapter 12

2 The Importance of Leadership Definition: Leadership is the ability to influence individuals and groups to cooperatively achieve organizational goals.

3 The Importance of Leadership Human relationships refer to how well people get along with each other when working together. – People who respect each other and work well together will likely do better work then groups who do not. – Managers can contribute to effective or ineffective human relationships.

4 Leadership Characteristics. One of the most important responsibilities of a manager is creating an atmosphere that encourages employees to do their best work. – Employees have their own goals and needs. – Employees work most productive then their work meets their needs as well as the company.

5 Leadership Characteristics. Managers must work to satisfy important needs of each employee while also meeting the goals of the business. Leaders help employees get work done correctly and willingly. Leadership characteristics are personal qualities rather than specific ways the managers behave.

6 Influencing People Power is the ability to control behavior.

7 Types of power Position Power – Comes from the position the manager holds in the organization. – If a manager is an employee’s boss the manager has the power to give directions and expect the employee to follow them.

8 Types of power Reward Power – Based on the ability to control rewards and punishments. – Some examples of rewards: Pay raises Bonuses Choice work assignment.

9 Types of power Expert Power – Power given to people because of their superior knowledge about the work. – Employees must turn to these people for direction.

10 Types of power Identity Power – Power given to people because other identify with and want to be accepted by them. – Employees will work harder for people they like and respect.

11 Power that comes from within the company – Position Power. – Reward Power. … Are NOT related to leadership characteristics.

12 Power that comes from within the company Power given to employees because he or she displays leadership characteristics. – Expert Power – Identity Power …Are not granted to employees by their position in the company, rather they come from the employees themselves.

13 Power that comes from within the company Sometimes people other than managers have power in an organization.

14 Developing Leadership Skills People are not “born” leaders. People develop their leadership traits.

15 Developing Leadership Skills Many companies require employees to attend leadership training programs. – Training Programs emphasize team building and leadership development.

16 Human Relationships Managers need human relationship skills. – Must be able to work well with others. – Must be able to help employees work well together.

17 Human Relationships Important Human Relationship Skills – Self Understanding Involves an awareness of – Your attitudes and opinions. – Your decision-making style. – Your relationship with other people.

18 Human Relationships Understanding of others’ – Managers need to know the best way to work with each employee. – Managers need to be able to satisfy individual workers needs and at the same time accomplish the goals of the company.

19 Human Relationships Communication – Managers spend much of their time communicating.

20 Human Relationships – When Communication breakdowns occur, Human relations problems will likely develop. Managers must listen as well as provide information. Managers must communicate to employees in languages they can understand, and through their communication channels.

21 Human Relationships Team Building – People need to feel they are part of a team. – Team building means getting people to believe in the goals of the company and work well together to accomplish them.

22 Human Relationships Developing Job Satisfaction – Most people who work at a job for a reasonable length of time are not totally satisfied or dissatisfied with their job.

23 Human Relationships (Job Satisfaction) There are many factors effecting job satisfaction. – Examples of factors affecting job satisfaction. Person characteristics of employees and managers. Needs of the individuals. The people with whom the employees work. The work itself.

24 Human Relationships (Job Satisfaction) – People should be carefully matched with the job they perform, because personal characteristics can affect job performance. – Human resources departments often test new employees in order to match people with appropriate jobs.

25 Management Viewpoints About Employees Each manager has attitudes about people and work that affect the way they do their jobs, and treat the people they supervise. Good managers adjust their style of management to the characteristics of the people they supervise and to the situation.

26 Management Viewpoints About Employees Different viewpoints about employees are: Employees need to be closely managed. – Manager believes that people are basically lazy. – Believes employees need to be watched, and work only because they get paid. – These managers expect that the will have to find ways to force employees to work.

27 Employees Need to Be Closely Managed

28 Management Viewpoints About Employees Employees perform well with limited management. – Manager believes employees generally enjoy their work. – Believe that employees who enjoy their work obtain a satisfaction from doing a job well. – Believe that employees like responsibility and will take initiative to solve problems, help other, and complete their work. – Managers with this set of beliefs ask people for their ideas on how to complete the work.

29 Employees Work Better When Not Closely Managed

30 Management Viewpoints About Employees A flexible viewpoint. – Managers must adjust their as circumstances change. – Studies found that neither of the above management views is correct for all employees and all jobs.

31 Leadership Style Definition: Leadership style is the general way a manager treats and supervises employees. Leadership style includes the way a manager gives directions, handles problems, and makes decisions.

32 Different Leadership Styles Autocratic Leadership Traits of Autocratic Leadership. – A leader who gives direct, clear, and precise orders with detailed instruction as to what, when and how work is to be done. – With an autocratic leader, employees do not make decisions about the work they perform. – When questions or problems arise, employees look to the manger to handle them.

33 Different Leadership Styles (Autocratic) Efficiency is one of the reasons for using the autocratic style. – Employees know what a manager expects. – This type of leadership is often the best type to use in an emergency, or with new employees who may not know the job.

34 Autocratic

35 Different Leadership Styles Democratic Leadership A leader who encourages workers to share in making decisions about their work and work related problems. Manager discusses problems with employees and uses their input to arrive at the final decision. This manager provides workers with assistance for encouragement and offers reasons why certain work changes must occur.

36 Different Leadership Styles (Democratic) This style of leadership helps employees feel like active members of a team striving to reach common goals. – Employees are more likely to carry out plans and decisions they helped to create. – Employees who see that managers have confidence in them are often highly motivated, and a result, need not be closely supervised.

37 Democratic

38 Different Leadership Styles Open Leadership/Laissaz-Faire An open leader is a manager who gives little or no direction to employees. This style works best when employees understand the work that needs to be accomplished. Employees may become the leader and make certain decisions at times.

39 Different Leadership Styles (Open Leadership/Laissaz-Faire) The open style works best with experienced workers and in businesses where few major changes occur. Managers must be careful when using this type of leadership with inexperienced employees, or employees not use to making their own decisions.

40 Different Leadership Styles Situational Leadership A situational leader is one who understands employees and job requirements. This type of manager matches his or her action and decisions to the circumstances.

41 Handling Employee Problems Most managers are not trained to handle difficult personal problems of employees and should not attempt to do so.

42 Handling Employee Problems Many businesses offer professional counseling and other services to help employees with personal problems. – Managers need to make employees aware of those services and the importance of solving personal problems before they affect job performance. – Mangers should encourage employees to use the services available in the company when the problem first arises.

43 Handling Employee Problems Work Rules are regulations created to maintain an effective working environment in a business. – If a business does not have a formal set of work rules, each manager needs to develop procedures and polices that tell employees what the manger expects of them, and how the manger will resolve problems if they occur. – It is important for managers to deal with violations of work rules when they arise rather postponing or ignoring them.


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