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

2. 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

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

4. 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

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

6. 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

7. 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

8. 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