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

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 Chapter 12 The Manager as Leader

Basic Leadership Traits Intelligence Judgment Objectivity Initiative Dependability Cooperation Honesty Courage Confidence Stability Understanding Chapter 12 The Manager as Leader

Management Power 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 Chapter 12 The Manager as Leader

Human Relations Skills Self-understanding Understanding others Communication Team building Developing job satisfaction Chapter 12 The Manager as Leader

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 Chapter 12 The Manager as Leader

Leadership Styles Autocratic 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 Chapter 12 The Manager as Leader

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 Chapter 12 The Manager as Leader