provide leadership in your area of responsibility

Provide Leadership in Your Area of Responsibility

Gill Bailey

Management Trainer

Learning Outcomes

• Recognise the difference between leadership and management

• Know when and how to apply a particular leadership style in the workplace

• How to select different methods of communication

• Managing the challenges and motivation of employees

Who Are Managers?

• Manager– Someone who works with and through other people

by co-ordinating and integrating their work activities in order to accomplish organisational goals.

Levels of Management

TopManagement

President, CEO,Executive

Vice Presidents

Middle ManagementPlant Managers, Division Managers,

Department Managers

First-Line ManagementForepersons, Supervisors, Office Managers

ManagementFunctions

Management process:planning, organizing, leading, and controlling

MANAGEMENT FUNCTIONS

rganising

lanning

nforming

upervising

valuating

ecognising

OPISER

COMMUNICATION

TIME

MATERIALS

PEOPLESPACE

MONEY

Distribution of Time per Activity by Organizational Level

Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.

Manager V Leader

• Administers• Maintains• Focuses on

systems• Relies on control• Keeps an eye on

the bottom line• Does things right

• Innovates• Develops• Focuses on people• Inspires trust• Has an eye on the

horizon• Does the right

thing

Leadership

The ability to influence behaviour

towards the achievement of

results

ACHIEVING THE TASK

Action Centred Leadership

John Adair’s Theory

USE OF AUTHORITY BY

MANAGER

AREA OF FREEDOM

FOR SUBORDINATES

CONTINGENCY LEADERSHIP

Model of Tannenbaum & Schmidt

DELEGATESTELLS SELLS CONSULTS SHARES

Autocratic Democratic

Selecting Leadership Styles

Applying the appropriate leadership style at the development levels

Leadership skills and attributes

Personal achievements – a history of success

Managing skills – planning, organising, co-ordinating, monitoring, controlling

Personal attributes – dependable, consistent, integrity, determination, integrity, confidence, inspirational, respect

People skills – communication, time management, problem solving, decision making, counselling, facilitating, coaching, mentoring, empathy

Context of the working environment

The key factors in the working environment

• Organisational values • Vision and mission• Strategic objectives• Culture• Limitations of your own role

Organisational values

Influenced by the:• People who work in it• Wider world that it

operates in• People who use its

services and products

Values are different viewpoints

• Societal - culture established within

• Organisational -established by founders/owners

• Group – departmental or team work method

• Individual – own belief

Vision and Mission

Organisations vision – mission, values and broad aim

Organisational mission• Purpose – what are we here to do?• Values – how shall we do it?

Vision or mission statements should be compelling - Short, capturing the prime reason the organisation exists and what it aspires to achieve

Levels of culture

Schein’s layered conceptualisation of culture

OrganisationalCulture

“The way we do things around here”

The ‘glue’ binding the disparate parts (or the

oil that keeps them moving).

The interpretive part of organisational

behaviour: It explains, gives direction,

sustains energy, commitment, and

cohesion.

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Authority and PowerThe limits of manager’s authority define what a manager is allowed to make decisions about or control, and what they may not.

• Position power• Expert power• Personal power• Responsibility

What information do you have access to, which your work team or other people in the organisation do not normally receive?

To what extent can you decide the type and amount of work others have to do?

Who in the organisation are you able to influence, apart from your work team?

What percentage of your power is the result of your 1. Position 2. Expertise 3. Personality?

SMART objectives

specific

measurable

achievable

realistic

time-bound

SS

MM

AA

RR

TT

Why SMART?

SMART objectives are challenging, and allow progress and success to be measured against pre-determined benchmarks.

Specific

• Is the objective precise and well-defined?

• Is it clear?

• Can everyone understand it?

Measurable• How will the individual

know when the task has been completed?

• What evidence is needed to confirm it?

• Have you stated how you will judge whether it has been completed or not?

Achievable

• Is it within their capabilities?

• Are there sufficient resources available to enable this to happen?

• Can it be done at all?

Realistic• Is it possible for the

individual to perform the objective?

• How sensible is the objective in the current business context?

• Does it fit into the overall pattern of this individual’s work?

Time-bound

• Is there a deadline?

• Is it feasible to meet this deadline?

• Is it appropriate to do this work now?

• Are there review dates?

ACHIEVING THE TASK

John Adair’s Theory

Motivation Model

Maslow’s Hierarchy of Needs

Theory focused on individual needs – or the self.

Maslow’s Categories of Needs Physiological needs Food, sleep, shelter and physical

movement Safety needs Freedom from fear or harm, stability,

predictability Social needs Friendship, acceptance, love,

camaraderie, and teamwork Self-esteem needs Internal factors - self-respect,

autonomy, and achievement. External factors - status, recognition, and attention

Self-actualization needs The fulfillment of human potential and personal growth, self fulfillment

As a manager you should understand where person is in hierarchy & focus on satisfying needs at or above that level

Herzberg’s Two-Factor TheoryFocused on the organization’s effect on

the individual Factors related to job satisfaction and job

dissatisfaction Intrinsic factors (motivators) lead to satisfaction, but

absence does not necessarily lead to dissatisfaction. Extrinsic factors (hygiene factors) when adequate

may eliminate job dissatisfaction but do not necessarily increase job satisfaction.

Factors that lead to job satisfaction are separate & distinct from those that lead to job dissatisfaction

To motivate people Herzberg suggests emphasizing motivators

Two–Factor Theory (cont’d)

Vroom’s Expectancy TheoryFocuses on outcomes linked by effort

Managers should consider the•attractiveness of rewards to employees• management of performance• individual employee perception of performance and reward and goal satisfaction outcomes

Responding to challenges

Structured approach to problem solving:1. Define the problem2. Identify the outcome you want to

achieve3. Gather information on the problem4. Evaluate your options5. Decide what would best achieve the

desired outcome6. Implement the solution7. Monitor and evaluate how it is working

Causes of Conflict in Organisations

Feedback

Communication Process

Sender

Encoding

Medium

Decoding

Receiver

Communication is a 2-way process

Message

Barriers to Communication

Building Effective Working Relationships

When building effective relationships both within and outside of the team the leader needs to develop and use key communication skills:

• Active Listening• Effective Questioning• Acute Observation• Constructive Feedback

Myths• Myth – Leadership is a rare skill• Reality – Everyone has leadership ability

• Myth – Leaders are born, not made• Reality – People can learn to become effective leaders

• Myth – Leaders are only created by extraordinary circumstances & great events

• Reality – Leaders function in a variety of circumstances

• Myth – Leadership exists only at the top of the organisation• Reality – Organisations have many leadership roles at all levels

of the organisation

• Myth – Leaders are charismatic• Reality – Many leaders are all-too-human, flawed, fallible & have

no particular charm

The One Minute Leadership Course

The six most important words“I admit I made a mistake”

The five most important words“I am proud of you”

The four most important words“What do you think?”

The three most important words“Would you please?”

The two most important words“Thank you”

The one most important word“We”

And the least important word“I”

Leadership Evidence

• Vision/Policy Statement – Operational Plans• Presentations/Team Briefings• Bulletin / Newsletter • Diaries / Schedules• Minutes / Notes of Meetings• Development Plans/proposals/evaluation notes

for new ideas• Appraisals ref Leadership skills• Evidence of Sorting Problems (verbal / written)

• Critical incident notes/letters/minutes