CHAPTER 9 Leaders in a Changing Environment SPORTS AND ENTERTAINMENT MANAGEMENT 4/11/2018 CHAPTER 9 Leaders in a Changing Environment 9.1 Characteristics of Leaders 9.2 How Do Leaders Motivate? 9.3 Agents of Change CHAPTER 9 CHAPTER 9

LESSON 9.1 CHARACTERISTICS OF LEADERS GOALS Define leadership and list leadership characteristics. Identify ways that managers influence employees. Describe important human relations skills. CHAPTER 9

THE NEED FOR LEADERSHIP Leadership is the ability to influence individuals to cooperatively achieve goals for an organization. Leaders are managers who earn the respect and cooperation of employees to effectively accomplish the organization’s work. Human relations skills – the ability to get along within a group due to respect for every individual. CHAPTER 9

CHARACTERISTICS OF LEADERS Intelligence Judgment Objectivity Initiative Dependability Cooperation Honesty Courage Confidence Stability Understanding CHAPTER 9

CHARACTERISTICS OF LEADERS Leaders have the ability to create an atmosphere that encourages employees to put forth their best effort. Stability – leaders cannot afford to be highly emotional. They are a calming influence counted on to reduce conflicts and solve problems. CHAPTER 9

HOW MANAGERS INFLUENCE OTHERS Power – the ability to control behavior. Position power – comes from the position the manager holds in the organization. Reward power – based on the ability of the manager to control rewards and punishments. Expert power - gained by having superior knowledge about the work. Identity power –earned when others identify with managers and want to be accepted by them. CHAPTER 9

DEVELOPING LEADERSHIP SKILLS Individuals are not born leaders Leaders must be strong team players CHAPTER 9

DEVELOPING LEADERSHIP SKILLS Self-understanding – involves awareness of your attitudes and opinions, your leadership style, your decision-making style, and your relationships with other people. Individuals who have good self-understanding feel more comfortable selecting the best way to work with people and the leadership style to use. CHAPTER 9

DEVELOPING LEADERSHIP SKILLS Understanding others Communication Human relations problems occur when communication breaks down. Listening is one of the most important communications skills needed by leaders. Team building Teams feel responsibility and pride for the work that they complete. They count on team members for support. CHAPTER 9

DEVELOPING LEADERSHIP SKILLS Developing job satisfaction Individuals who are carefully matched with the kind of work they perform will usually have a better attitude toward their job. CHAPTER 9

BECOMING A SUCCESSFUL LEADER Leaders must have the courage to go beyond the familiar comfort zone of routine work. Individuals who want to move up in an organization must spend less time on administrative matters and devote more time to leadership. CHAPTER 9

LESSON 9.2 HOW DO LEADERS MOTIVATE? GOALS Explain what motivates individuals to accomplish organizational goals. Discuss four leadership styles. Describe strategies that leaders can use to motivate employees. CHAPTER 9

MOTIVATING TODAY’S WORKFORCE Today’s workforce is extremely mobile. Individuals no longer enjoy 40-yr. careers with the same company. Organizations are challenged to earn the loyalty of employees in a time when layoffs and company closings are not unusual. Managers’ beliefs – some feel employees will not complete the work correctly unless they are closely managed. Belief that employees are generally lazy and only work for pay Employees who feel that their manager thinks they are lazy and require close supervision will respond accordingly. CHAPTER 9

TYPES OF LEADERSHIP Leadership style – the general way a manager treats and supervises employees. 4 Types of leadership styles: Autocratic Democratic Open leaders Situational leaders CHAPTER 9

TYPES OF LEADERSHIP Autocratic – give direct orders with detailed instructions Sometime autocratic leadership results in a decline in employee performance. The autocratic style is effective in emergencies. CHAPTER 9

TYPES OF LEADERSHIP Democratic – encourage employees to participate in planning work, solving work-related problems, and making decisions. Stakeholders – feel ownership or responsibility for the success or failure of an organization’s goals. CHAPTER 9

TYPES OF LEADERSHIP Open leaders – give little or no direction to employees. Works best with experienced workers and in routine situations. CHAPTER 9

TYPES OF LEADERSHIP Situational leaders – understand the strengths of their employees and adjust their leadership style to different situations. They use open leadership when they have a highly experienced team assigned to a task. The autocratic style is used when a number of new employees are assigned a task. Democratic style is used when the leader wants employees’ suggestions on how to solve a problem. CHAPTER 9

WHAT DO EMPLOYEES WANT? Motivators Consistency Rewards Consistent with work rules But not afraid to make changes when needed. Mutual Reward Theory (MRT) – both parties come out ahead. Rewards Personal rewards include one-on-one conversations, special attention, individualized forms of recognition. Rewards that are more valuable should be saved for limited circumstances. CHAPTER 9

LESSON 9.3 AGENTS OF CHANGE GOALS Explain why people resist change. Discuss the steps in an effective change process. List the characteristics of enlightened leaders. CHAPTER 9

EVERYTHING CHANGES Change is a constant in the S&E industry. Event planners must be constantly aware of changing laws, safety codes, tightened security, liability issues, and legal contracts. USATODAY.com - Stampede at packed Chicago nightclub leaves 21 dead CNN.com - At least 96 killed in nightclub inferno - Feb. 21, 2003 Agents of change – working to overcome resistance and making transitions or changes as comfortable as possible for the employees affected. CHAPTER 9

EVERYTHING CHANGES Asking instead of telling Signs of change Hard issues – the symptoms Ex: rowdy crowds, fan behavior Soft issues – human issues that are difficult to measure, but they must be considered for change to occur. Ex: attitudes, states of mind CHAPTER 9

STEPS FOR EFFECTIVE CHANGE Plan Communicate Involve Educate Support CHAPTER 9

STEPS FOR EFFECTIVE CHANGE Keys to successful change Communication is important Management must provide feedback on how employees are performing during changing circumstances. They should also be less critical of mistake early in the process. CHAPTER 9

REDUCTIONS IN THE WORKFORCE Downsizing – occurs when an organization reduces its number of employees. Severance packages – provides terminated employees with full or partial salaries for several weeks or months. CHAPTER 9

LEADERSHIP NECESSARY FOR SUCCESSFUL CHANGE Change requires visionary leadership. Enlightened leadership – requires individuals to have the vision for change and the ability to get members of the organization to accept ownership of that vision. Enlightened leaders should encourage their employees to be creative with a vision and empower them to make the vision a reality. CHAPTER 9

LEADERSHIP NECESSARY FOR SUCCESSFUL CHANGE Leadership skills Empowerment The right equation for change CHAPTER 9