2. Management Philosophy 3207 By: Erin McCarthy

3. Edgington et al., Pg. 107 Table 6.1

4. I believe both managers and leaders have good qualities. MeLeadershipManagement

5. Manager Qualities That Work Well For Me: Establish AgendasProvide Structure Develop Incentives Having an organizational structure that managers have works well for me because I work best when knowing exactly what needs to be done, by when, and an overview of how it should be done.

6. Leader Qualities That Work Well For Me: Create Vision Communicate GoalsSeek Commitment Inspire and EnergizeEmpower Subordinates These qualities relate well to me because I always want to encourage and inspire those around me. I try to create an environment with positive communication, and committed people.

7. I want to be able to lead my employees to be their best with a trusting and respected work environment. I want to be able to inspire those who work with me by combining the good qualities of a manager and a leader. I believe a good manager is also a good leader

8. Great Man Theory: People assume management or leadership roles because of historical events. Trait Theory: Specific traits will lead to successful management. Identify the traits and you can find or develop successful managers. Group/Exchange Theory: A manager is given a position because they will produce benefits for the group. It is an exchange process. Situational Theory: Task and relationship determine action. Situational factors influence the use of a given managerial leadership strategy. Transformative Theory: Managers facilitate transformative processes for their subordinates and an agency’s constituents or clients. Collaborative Leadership Theory: Rely on shared decision- making and group- problem solving. Servant Leadership Theory: Promotes caring environments and positive community. Manager is a supporter, nurturer, and empathizer. Edgington et al. Pg. 114-116

10. Situational Leadership Facilitating/counseling High R & Low T Shared decision making through two way communication. Leader only facilitates the process because followers have the ability and knowledge to do the task. Selling/coaching High T & High R Most of the direction provided by the leader but direction is provided through two way communication and emotional support. Followers psychologically buy into decisions that have to be made. Delegating Low R & Low T Let followers run their own show. The leader delegates because the followers are highly competent, willing, and motivated to direct their own behavior and outcomes. Telling/directing High T & Low R One-way communication where the leader defines the roles of followers and tells them what, how, when, and where various tasks should be performed. High Low HighLow Task Relationship

11. Situational Leadership Being able to move around the situational leadership model is important to me because it means I am versatile in every situation and with every person. This is important to me because I do not want to assume that one way of managing works for everyone. For example, some people respond better to a manager who is involved with their work, rather than one who lets them work independently.

12. Rewards and Motivators Autonomy: The urge to direct own life Mastery: The desire to improve on meaningful tasks Purpose: Yearning to do service for something larger than oneself. Refers to items external to the individual and in the workplace. These include, but not limited to, time off and payment. Daniel Pink: What Really Motivates People/Motivation PPT 2

13. Rewards and Motivators

14. Katz Model Technical Human Conceptual CEO Supervisor Increasing level of management Robert Katz (1955)

15. My Katz Model Technical Human Conceptual

16. My Katz Model

17. Mission, Vision, and Goals My mission is to make myself and employees passionate, and create a work environment that makes everyone feel important. My vision is to be an employer that goes above and beyond the basic duties for my career and employees. My goals are taking the time to get to know each and every employee on a personal level, being understanding, but authoritative when needed, and provide growth in the 3 intrinsic motivators for my employees.