BPM PP Chap11

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Chapter 12
The Manager as a Leader
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Lesson 12.1 The Importance of Leadership

• Goals
• Recognize the importance of leadership and human
  relations.
• Identify important leadership characteristics and
  types of power.
• Describe four types of power available to leaders.

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Changing Role of Managers / Leaders

• Years ago, managers just told employees what to
  do and expected them to do it
• Nowadays, other elements are important
• Employees must understand why the work is
  important and must want to do the work
• Leader manager who earns the respect and
  cooperation of employees to effectively
  accomplish the work of the organization

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2. What Is Leadership?

• Leadership ability to influence individuals and
  groups to cooperatively achieve organizational
  goals
• Human Relations skills how well people get
  along with each other when working together
• Groups of people that respect one another and
  work well together do better work than groups
  characterized by negative feelings, hostility,
  etc.

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Developing as a Leader

• A manager can contribute to effective or
  ineffective human relations
• Not every manager is an effective leader
• BUT these skills can be learned
• Lots of money is spent on leadership training for
  managers

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Good vs. Bad Leaders

• Good managers / leaders create a work environment
  in which employees enjoy their work and want to
  do a good job
• Poor managers / leaders may be able to get
  employees to perform the necessary tasks, but the
  work may be done poorly and inefficiently

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Basic Leadership TraitsPersonal Qualities,
rather than specific ways that managers behave

• Intelligence
• Judgment
• Objectivity
• Initiative
• Dependability
• Cooperation

• Honesty
• Courage
• Confidence
• Stability
• Understanding

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Management Power

• Power the ability to control behavior

POSITION POWER comes from managers position in
the organization
REWARD POWER based on the ability to
control rewards and punishments
EXPERT POWER given to people because of their
superior knowledge about the work
IDENTITY POWER given to people because others
identify with and want to be accepted by them
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Using Power Effectively

• Managers can influence their employees because of
  position or because of the rewards/punishments
  they control
• Not related to leadership characteristics
• Employees do not grant those types of power to
  managers
• Employees do the work but not willingly
• Expert and identity power
• Related to leadership characteristics
• Can there be powerful people within a business
  that are not managers? explain!

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Checkpoint!

• Can you
• Recognize the importance of leadership and human
  relations?
• Identify important leadership characteristics and
  types of power?
• Describe four types of power available to
  leaders?

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Lesson 12.2 Developing Leadership Skills

• Goals
• Discuss why businesses value leadership skills of
  managers and employees.
• Identify and define five important human
  relations skills.

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Leadership in Business

• Since the shift to teamwork in business
• Employers want to hire people with leadership
  skills
• Training and personal development for many
  employees, not just managers

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9. Human Relations Skills

• Managers are in contact with other managers,
  employees, customers, etc. and need the following
  skills
• Self-understanding an awareness of your
  attitudes and opinions, your leadership style,
  your decision-making style, and your
  relationships with other people
• Understanding others cannot treat all people
  the same
• Communication listening, speaking, writing
• Know WHAT needs to be communicated and HOW
• Team building getting people to believe in the
  goals of the company and work well together to
  accomplish them
• Developing job satisfaction influenced by
  personal characteristics, individual needs, and
  the work itself

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Checkpoint!

• Can you
• Discuss why businesses value leadership skills of
  managers and employees?
• Identify and define five important human
  relations skills?

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Lesson 12.3 Leadership Styles

• Goals
• Describe three views of employees that affect the
  amount of management supervision.
• Differentiate among three leadership styles.

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10. Management Views of Employees

• Close management employees must be closely
  managed to perform well
• Mgr believes emp. will not take initiative
  otherwise
• Mgr believes emp. only work to get paid
• Limited management employees enjoy their work
  and do not need close supervision and control
• Mgr asks emp. how they want to do their work,
  less control
• Flexible management managers flexible views of
  employees allow flexibility in their treatment
• Mgr switches style between the two above
  depending upon the situation

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11. New vs. Experienced Employees

• New employees
• May be unsure of the work and appreciate closer
  supervision
• If they feel the mgr doesnt trust them, they may
  require more mgr attention
• Experienced employees
• Will be upset with very close supervision
• May feel like mgmt doesnt have confidence in them

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Checkpoint!

• What are the views of employees that lead to
  close management and to limited management?

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12. Leadership Styles

• The way a manager gives directions, handles
  problems, and makes decisions
• Affected by
• Managers preparation
• Experiences
• Beliefs about whether employees like or dislike
  their work

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13. Types of Leadership Styles

• Autocratic leader gives direct, precise orders
  and detailed instructions seldom consults with
  employees EFFICIENCY
• Discourages employees from thinking about better
  ways of doing their work
• Does not prepare employees for leadership
  positions
• Best used in emergency situations

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• Democratic leader encourages workers to share
  in decision making
• Employees feel managers have confidence in them
• Time consuming, some people dont like to be
  involved in decisions
• Open leader gives little or no direction
• Emp. are expected to know what need to be done
• Can lead to lack of direction and confusion
• Not ideal for new employees
• Situational leader matches actions and
  decisions to the circumstances
• Combo of the other 3 styles
• MOST EFFECTIVE STYLE OF LEADERSHIP

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Checkpoint!

• Can you
• Describe three views of employees that affect the
  amount of management supervision?
• Differentiate among three leadership styles?

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Lesson 12.4 Dealing with Employee Problems

• Goals
• Recognize when and how to deal with the personal
  problems of employees.
• Discuss why work rules are needed in
  organizations.
• Describe how managers should respond to employee
  rules violations.

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14. Dealing with Employee Problems

• Handling difficult personal problems
• Can be drug/alcohol abuse, financial
  difficulties, personal relationships
• Managers needs to help resolve these issues
• Offer counseling or professional services
• Applying work rules (regulations created to
  maintain an effective working environment in a
  business)
• IE
• Responding to rules violations
• Hot Stove Principle reacting immediately,
  objectively, and firmly to rules violations

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15. Management Guidelines for Enforcing Work Rules

• Explain work rules and provide written copies of
  the rules to all employees.
• Acquaint employees with penalties for work rule
  violations and make sure they understand the
  penalties as well as when and how they will be
  applied.
• Investigate any violation thoroughly before
  taking action.
• Consider any special circumstances before
  determining the violation and the penalty.

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• Act as soon as possible after investigating a
  violation and deciding on the action to be taken.
• Inform the employee who violated a work rule of
  the rule that was violated, the penalty that will
  be applied, and the reason for the penalty.
• Treat similar violations consistently.
• Punish in private and praise in public.
• Encourage employees to follow work rules by
  rewarding those who consistently follow the rules.

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Checkpoint!

• Can you
• Recognize when and how to deal with the personal
  problems of employees?
• Discuss why work rules are needed in
  organizations?
• Describe how managers should respond to employee
  rules violations?