Management Leadership Module

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Management Leadership Module

• Ruzanna Hayrapetyan
• ERICTA
• Yerevan, 2006

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The objectives of this module

• Describe leadership and identify the relationship
  between leadership and management.
• Analyze different theories of leadership as they
  apply to management.
• Examine styles of leadership and their impact on
  organizations.
• Consider the question of leadership power and
  control.
• Leadership from the ethnic diversity management
  point.

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1 Week
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What is Leadership?

• Not the cry but the flight of the wild duck
  leads the flock to fly and to follow.
• (Chinese proverb quoted by John Adair, 1989)

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• Leadership is the process of motivation other
• people to act in particular ways in order to
• achieve specific goals.
• Leadership is a willingness to accept
  responsibility,
• an ability to develop three major skills (elicit
  the cooperation of others, listen well, place the
  needs of others above your own needs) that can be
• acquired through practice.

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What is Leadership?

• Every French soldier carries a marshals
• baton in his knapsack.
• Napoleon Bonaparte He believed that under the
  right circumstances
• soldier in the army had the potential to be a
  general and lead the army
• in his absence. Whether you hold that belief or
  not, the plain fact is that
• natural leaders dont just happen, nor does
  anyone have a divine right
• to lead or rule.

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You dont have to be smarter than the next
person, just more motivated to get your ideas put
into practice

• Leadership is a set of skills and traits that can
  be
• learned and worked on, yet the general
• perception is that good leaders are scare
  because
• leaders come in guises
• leaders may rise only in response to a situation
• leaders may be unwanted until needed
• leaders may be mistaken for managers

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Leadership vs. Management

• You manage things.
• Managers do things right.
• Management is the tactical process of executing
  and achieving the mission.
• Managements concern lie with the details and the
  day to day grind without which a vision can't
  become a reality.
• Manager has to be willingly responsible for the
  details of the mission.

• Lead people.
• Leaders do the right things.
• Leadership sets the style and tone for achieving
  a vision and motivates people to sacrifice for
  the attainment of the vision.
• Leader is responsible for vision and how it
  relates to each person.

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Leadership vs. Management

• Leadership can been seen as performing the
  influencing
• function of management, largely involved in goals
  setting
• and motivating people to achieve them. Leaders
  decide
• where we are going and influence people to take
  that
• particular direction, rather than describe how
  we are going
• to get there.
• Inspired leaders are not necessarily good
  organizers and excellent
• managers.
• The most effective managers are also leaders, and
  the quality of
• leadership has become and increasingly important
  part of management
• ability.

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Leadership Types

• All leadership is temporary-the transient nature
  of
• leadership is because the situation may come to
  an
• end or times and circumstances change
• Situational Leadership
• Transitional Leadership
• Hierarchical Leadership

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Situational Leadership

• The right person in the right place at the right
  moment.
• Recognize the time and circumstances.
• Willingness and ability to assume the
  responsibility, listen and to take the
  responsibility to help the group achieve its
  goal.
• It often involves no cost decision, solomonic
  decision, moral decision, meditative decision,
  community decisions, philanthropic decisions,
  institutional decisions, community decisions,
  princely decisions.
• Bring example form your own experience

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Transitional Leadership

• The right time but wrong circumstances.
• It may occur when leadership requires at a
  certain moment, but the person who is the leader
  may not be capable of delivering the leadership.
• Transitional leaders may be missing all the
  right stuff, be fearing the risk.
• Bring example form your own experience

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Hierarchical Leadership

• The right circumstances but wrong time.
• Assumes a leadership role because it is their
  turn, whether they want the role or not.
• Bring example form your own experience

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2 Week
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Leadership Traits theories

• How should leader look like?

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Theories of Leadership

• Behavioral
• Contingency
• Situational
• Path-Goal
• Participatory
• Charismatic and transformational leadership

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Behavioral Approach to Leadership

• Concern for People
• employee-oriented (e.g. service hospitals,
  restaurants)
• Concern for Production
• task-oriented (e.g. manufacturing)

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Management GridManagers can decide how close to
any of these grids is their form of leadership

• Country Club
• High concern for people and low concern for
  production.
• Leadership Activity is to secure the
  voluntary co-operation of group
• members to obtain high level of
  productivity.
• Too easy going managers and unable decision
  makers.
• Authoritarian
• High concern for production and low concern
  for people.
• Alienated managers, to keep themselves out of
  trouble.
• Impoverished laissez-faire
• Low concern for production and for people.
• Doesn't provide positive leadership sense.

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Management GridManagers can decide how close to
any of these grids is their form of leadership

• Middle-of-the-road
• Moderate amount for production and people.
  Compromise style, support
• the Status quo, they are not dynamic leaders and
  may have difficulties
• for innovation and change.
• Team
• High concern for production and people. The most
  effective leadership.

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The Management Grid
High
Low
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Contingency Approach to Leadership There are 3
main forces on managers in deciding a
leadership style

• Personal Forces managers own background,
  experience, confidence and leadership
  inclinations (e.g. )
• Characteristics of subordinates managers need to
  consider the subordinates willingness and
  unwillingness for responsibility and decision
  taking acceptance. (e.g. )
• Situation managers need to recognize the
  situation where they find themselves in terms of
  corporate culture and colleges style of work
  (e.g. ).

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Leadership Continuum
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Situational Approach to Leadership

• Leader-member relations
• Task Structure
• Leaders position power

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Situational determinants of effective leadership
Leader-member relation
Task Structure
Leader position power
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Situational Approach to LeadershipManagers need
to vary their leadership style with each phase
Task Behavior Directive behavior
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Path-Goal approach of LeadershipManager
identifies the goals and rewards the paths to
be take, to reach them
In this process an effective leader

• Identifies and communicates to subordinates the
  path they follow in order to achieve personal and
  organizational objectives.
• Helps subordinates along the chosen path.
• Helps to remove obstacles on the path that might
  prevent the achievement of these objectives.

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Participatory approach of LeadershipThere are 5
leadership styles according to Vroom and Yetton
in decision-making process

• Autocratic I (AI)-managers solve the problem or
  make the decisions themselves, using the
  available information.
• Autocratic II (AII)-managers obtain information
  from subordinates before making the decisions
  themselves.
• Consultative I (CI)-managers share the problem
  with the relevant subordinates individually and
  obtain their ideas and information and then make
  the decisions themselves.
• Consultative II (CII)-managers share the problem
  with the relevant subordinates as a group and
  obtain their ideas and information and then make
  the decisions themselves.
• Group Participation (G)-managers share the
  problem with subordinates as a group and together
  analyze the problem and consider the alternative
  solutions.

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Charismatic and Transformational Leadership

• Charismatic leaders are able through their
  personal vision and energy inspire follower and
  have major impact on an organization.
• Anticipatory skills
• Vision skills
• Value skills
• Empowerment skills
• Self-understanding skills
• More leaders have been made by accidental
  circumstances, sheer grit, or will, than have
  been made by all the leadership courses together.

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Group Work

• Divide into 2 groups
• Each group reads the Exhibits
• 1 group Jim Jones, p. 55
• 2 group Leadership, p. 56
• Each group presents the exhibits to another group
  by defining the leadership approaches/theories
  described in the passages.

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Theories X and Y

• Modern
• Theory Y Participation
• Co-operation
• Work Communication
• is natural Creativity

• Traditional
• Theory X Control
• Direction
• Work Orders
• is a Security
• necessity

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The Power of Leaders

• Coercive Power the main consideration in a
  general discussion on the object, fear of leader,
  punishment, threats-autocratic leadership
• Expert Power expertise, knowledgeable,
  recognition
• Legitimate Power hierarchy of the organization,
  the more senior the manager is, the more power
  has.
• Referent Power - charismatic
• Reward Power ability to provide rewards for the
  followers, as pay, promotion and recognition.
• Connection Power relationship with influential
  partners (inside outside).
• Information Power access to valuable
  information.

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Leadership Styles

• Coercive Do what I tell you
• Affiliative People come first
• Pacesetting Do as I do, now
• Authoritative Come with me
• Democratic What do you think?
• Coaching Try this

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Individual Work

• Taking into consideration each student thins 3
  minutes about his own leadership style.
• Everybody shares about its type.
• Discussion

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Summary

• Styles

• Theories/Approaches

• Country Club
• Autocratic
• Impoverished laissez-faire
• Middle-of-the-road
• Team
• Autocratic I
• Autocratic II
• Consultative I
• Consultative II
• Group Participation
• Coercive, Affiliative, Pacesetting,
  Authoritative, Democratic,
• Coaching

Behavioral Contingency Situational Path-Goal Parti
cipatory Charismatic and transformational
leadership X Y
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Individual Work

• Taking into consideration each student thins 3
  minutes about his own leadership style.
• Everybody shares about its type.
• Discussion

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3 Week
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Group Presentations (12 min each Group)

• Topic
• Leadership
• and
• Organizational Culture

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Evaluation Criteria 35 total

• Way of Presentation 10 points
  (voice, eye contact, command)
• Message Delivery 15 points
  (how clear was the message delivered to the
  auditorium, key points were presented, ability to
  answer the questions)
• Team Work 10 points
• (how the team work was seen through the
  presentation, support of the team members during
  the presentation)

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Leadership Stephen Covey

• Effective leadership is
• putting first things first.
• Effective management is
• discipline, carrying it out.

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7 Habits of Highly Effective People

• Habit 1
• Be Proactive
• Proactive vs. Reactive

• Habit 2
• Begin with the End in Mind
• See the destination
• Management is efficiency
• in climbing the ladder of success.
• Leadership determines whether the ladder leaning
  the right wall.

What is going to happen
What we can do
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7 Habits of Highly Effective People

• Habit 3
• Put First Things First
• Time Matrix

• Habit 4
• Think Win/Win
• Win/Win
• character, relationship, agreements, systems,
  process
• Win/Lose
• Lose/Win
• Lose/Lose
• Win
• Win Win or No Deal

Not Urgent Important
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7 Habits of Highly Effective People

• Habit 5
• Seek First to Understand,
• then to be Understood
• Emotional Bank Account
• Most do not listen with the intent
• to understand, they listen with the
• intent to reply.

• Habit 6
• Synergize
• If you plant 2 plants close
• together, the roots commingle
• and improve the quality of
• the soil so that both plants
• will grow better if they were
• separate.

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7 Habits of Highly Effective People

• Habit 7
• Sharpen the Sow
• Physical exercise, stress management, nutrition
• Mental reading, planning, writing
• Emotional/Social service, empathy, synergy
• Spiritual - commitment, study, meditation

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• - Would you tell me, please, which way I ought to
  go from here?'
• - That depends a good deal on where you want to
  get to,' said the Cat.
• - I don't much care where--' said Alice.
• Then it doesn't matter which way you go,' said
  the Cat.
• Alice's Adventures in Wonderland

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Leadership in Ethnic Diversity Management

• To speak of an ethnic group in total isolation
  is as absurd as to speak of the sound of one hand
  clapping

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Leadership in Ethnic Diversity Management

• Individual work each student do the exercise
  sheet.
• Place X in the column that represents your
  answer.
• Place O into the column that represents the
  opinion of leadership.

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Diversity and Its Dimensions

• Secondary
• Dimensions

The Diversity Wheel

• Primary
• Dimensions

Race
Ethnic Heritage
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Exercise

• Think one case in your life that your were the
  minority in the society.

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What comes to your mind when you see this? What
does it means for management and leadership to
work in diverse social context?What could we see
in our example?
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Problem Analysis

• Group Work
• Divide into 2 groups Leaders and Managers
• Read the case
• Priorities the problems
• Group presentations (10 min each)

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4 Week
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Is Leadership Necessary?

• 1st task of the Leaders
• to be the trumpet that sounds a clear sound.
• 2nd task of the Leaders
• to accept the leadership as responsibility
  rather than rank or privilege.
• 3rd task of the Leaders
• to earn trust.

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What do the effective leaders do?
Set strategy
Create a Mission
Motivate
Build a Culture
What should leaders do?
To get Results
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Leadership vs. Management

• Managers are people who do things right and
  Leaders are people who do the right things

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Conclusion

• Management is largely concerned with leadership,
  because managers need to establish a sense of
  direction and to motivate people to move in that
  direction.
• Understanding of leadership theories provides the
  basis for analyzing leadership and management
  styles. It is also a factor in the process of
  making decisions.
• Charismatic leadership helps to illustrate the
  power of leaders. Discussion of the need for
  leadership highlights the management tasks and
  objectives.

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Case Study

• The Qualities of Leadership

Personality and Character
Willpower
Courage
Knowledge
Initiative
Unselfishness
Enjoyment of being a leader
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Review

• The objectives of this module
• Describe leadership and identify the relationship
  between leadership and management.
• Analyze different theories of leadership as they
  apply to management.
• Examine styles of leadership and their impact on
  organizations.
• Consider the question of leadership power and
  control.
• Leadership from the ethnic diversity management
  point.

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Many Thanks for Attention andPatient
Participation