SITXHRM402 Lead and manage people

Topic 1 Model high standards

Overview

At the end of this topic you should be able to:

make individual performance a positive role model for others

show support for and commitment to organisation goals in day-to-day work performance

treat people with integrity, respect and empathy

Introduction

The art of leadership has been researched and studied by many people, particularly during the last 50 years. Karpin (1995) in Enterprising Nation states that although there has been a continuous search since 1900, for what makes a good leader, there is still no comprehensive theory of leadership, no clear knowledge or definition about what good leaders do that is unique, or understanding of how to select leaders.

What we do know is that in the modern working environment the key to effective leadership is finding and using a style that is appropriate to the situation and the people involved.

Whilst your position as a manager, supervisor or team leader might give you the authority to accomplish certain tasks and objectives within your organisation, this authority does not necessarily make you a leader. Leaders have an enormous influence on a work group’s performance and therefore a direct effect on their organisation’s success. Effective leadership is worth more than technology and infrastructure.

The challenges that today’s dynamic environment presents makes effective leadership even more important than before. In fact, leadership is now a core competency that all managers must possess.

The good news is that studies show that effective leaders can be made. By having the will and the desire to develop leadership attributes, and by focusing on facilitating the skills development and capability of others in your workplace, you can become an effective leader. Follow a continuous improvement and professional development plan and, no matter what position you occupy, you will find people willing to follow you and work with you, and you will become a leader.

The knowledge you will gain from this topic will get you started, but throughout your career you should continue to focus on and learn about developing your leadership abilities.

Watch a video

Watch this video and take a moment to reflect on the qualities and behaviours of 4 people you believe are good leaders.

What makes these people that you have selected good leaders?

How do they motivate people?

What has been their effect on people / workplace due to their leadership qualities?

What do you believe are the specific characteristics that have made these people positive leaders?

Feedback: Qualities and behaviours of someone you think is a good leader.

Did you short list the following qualities and behaviours?

inspires encourages supports leads by example pushes for change

excellent interpersonal skills participates people focus

It would be fair to say that skilled leaders use a leadership style that matches the group situation. Different leadership styles and behaviour can be effective, depending on the development levels of workers.

A good leader can be a positive role model by possessing high standards of performance and behaviour. They may be assertive, have strong values and beliefs, which they are not afraid to reveal to others in the workplace. They can stand by their decisions, have high ethical standards, a strong character and be credible. They will most probably possess a great deal of knowledge and skills. In all likelihood they will be an expert at what they do in their chosen career, and achieve consistently high outcomes for the organisation. They may be the person who pulls in the greatest number of new clients or who tops the sales chart, year after year.

A good leader can see the big picture, which means that they can see the end result of where they want the organisation and team to go. Many people do not have this capacity; they are focused only on the day-to-day tasks that they need to perform. Leaders facilitate and nurture the team and will inspire others to do what is to be done because they want to do it, and to achieve their own personal best.

Leaders

It is doubtful that someone is ‘a born leader’. While they may have abilities that develop from a young age which help them to become effective leaders, it is generally accepted that leadership is a skill that can be developed.

As a manager you must provide leadership for your team. The effectiveness of this leadership will vary depending on your level of skill and understanding of leadership concepts. There are several styles of leadership ranging from authoritarian through to compliant and we will discuss leadership styles later in this topic. Each has its purpose and appropriate application. The aim is to develop the style that best suits your situation.

While leaders are generally seen as officials with formal authority, effective leadership can also be an informal process. A leader’s behaviour and attitude will have an impact on the team’s motivation and overall job satisfaction. The leader’s style has the ability to build or destroy the motivation and attitude of the team.

Leaders have an enormous influence on performance and therefore a direct effect on their organisation's success.

A definition

There are a wide range of definitions of the concept of leadership and the role of a leader. The Oxford dictionary defines leadership as the action of leading a group of people or an organisation, or the ability to do this. Other dictionary definitions identify leadership as having the capacity to lead or one that provides guidance by going in front, or causes others to go with them.

In a review of leadership theory, Northouse (2004) identified four common themes that run through much of leadership theory:

1) Leadership is a process

2) Leadership involves influence

3) Leadership occurs in a group context

4) Leadership involves the attainment of goals.

Based on this study, leadership was defined as ‘a process whereby an individual influences a group or individuals to achieve a common goal’. However, as stated in the introduction to this topic, there is still no clear knowledge or definition that encapsulates all the facets of leadership. We must accept there will be a range of different interpretations and perceptions of leadership and what leaders do.

The characteristics of the word ' leadership':

Activity

Interview one or more leaders you know from your workplace or an organisation that you are familiar with. Ask about what they consider to be the personal qualities and behaviours of effective leaders.

You could make an audio recording of the interview, or write up your notes in a report. In particular, you might ask them how they:

accomplish what they do?

get people motivated?

get everyone ‘on the same page’?

make sure information is clearly communicated?

find out what their ‘followers’ are thinking and doing?

encourage and support people through challenges?

Take a moment to think about what you think effective leadership is.

Feedback: Effective leadership

‘Effective Leadership’ is the ability to achieve goals through the efforts of others while maintaining their cooperation, loyalty, respect and confidence.

OR

In an organisation, ‘Effective Leadership’is about achieving enterprise goals through the work of others.

OR

‘Effective Leaders’ harness people’s energies; they guide, coach and support them in their efforts, and see that they have what they need to do their jobs to the best of their ability.

OR

‘Effective Leaders’ express goals clearly and precisely, so that others work willingly and cooperatively towards achieving them. More than this, effective leaders supply the vision and overall sense of purpose that inspires people and gives their work a special significance.

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Leading or managing

Is there a distinction between leaders and managers? A leader doesn’t require any managerial position to act as a leader. On the other hand, an effective manager must have traits of a leader. By virtue of his position, a manager has to provide leadership to his group. Leadership is part of a manager’s function. Harvard's John Kotter states that leadership is an important part of management, but only a part; management also requires planning, organising, staffing, and controlling. Management produces a degree of predictability and order. Leadership produces change.

A person can be a leader by virtue of qualities within. For example: leader of a club, class, welfare association, social organisation, etc. Therefore, it is true to say that, “All managers are leaders, but all leaders are not managers.”

John HaiIey (2006) states that in practice, leadership and management are integral parts of the same job. Both these activities need to be balanced and matched to the demands of the situation. He states that leadership is not just restricted to top management. Leadership skills are needed at a departmental and team level. Hailey states that effective leaders have to demonstrate some managerial skills, and good managers display leadership qualities. There is no rigid formula as to the degree that these skills or attributes are used or displayed. In practice it depends on the judgement of the individual involved and the context in which they find themselves.

Management

The term management refers to the process of coordinating and integrating work in order to achieve organisational or enterprise goals.

So from this definition, anyone who is responsible for achieving goals through others is a manager.

The majority of organisations incorporate varied management titles, such as team leaders, section heads, coordinators, first-line managers or simply managers. Thus the career path for most workers is to be promoted to supervisor then to manager.

A management career path could look like this:

Management functions

Today's business environment is very different than it was 20 years ago, especially when considering technological changes that have occurred in recent years. Information technology (IT) has changed the way the world does business and has had a great effect on traditional management functions. Management no longer has to rely on manual processes and a paper trail to perform everyday transactions. IT has automated many of these key management activities. For example, e-mail has accelerated communication while the internet allows instant access to branch offices, bank accounts and information. Information technology increases work productivity and frees up employees time to spend on value added services

While traditional functions of management still remain highly relevant in decision making and strategic planning, increasing technology means that managers must adjust to more variables and changing environments.

Here are the basic functions of management:

Management functions: Planning; Organising; Leading; Controlling

Try to think about these functions as a process where each step builds on the others. Managers must first plan, then organise according to that plan, lead others to work towards the plan, and finally evaluate the effectiveness of the plan. These four functions must be performed properly and, when done well, become the reason for organisational success.

Watch a video

Kathleen Dodaro, PhD, is a visionary leader and notable business woman with over 25 years of human resource administration, strategic management, training, and program development experience. Her areas of specialisation are employment law, recruitment, retention, and leadership development.

Watch a video of Dr Kathleen Dodaro being interviewed about the differences between management and leadership and the four main functions and responsibilities of management.

Contents of video

Dr Kathleen Dodaro talks about the four main functions and responsibilities of management. Here is a summary of each.

Planning

Setting goals for the team and deciding how they can be reached. Includes defining goals, establishing strategies and developing plans to coordinate activities.

For example, a goal may be (for staff of a travel agency which specialises in travel to Russia and Scandinavia) to ensure that all sales staff are adequately trained, and have comprehensive destination and product knowledge.

Organising

Who, what and when are the main aspects of organising?

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Ensuring adequate budget and time allocated to achieve goals. Ensuring resources are there for the team to perform their tasks.

Continuing with the previous example, the staff may need training. You will need to decide who will identify the training needs and conduct the training. You will also need to decide how and when the training will occur. You might decide to run a session and/or compile information packs for distribution to staff.

Leading/directing

People need to be motivated.

Includes motivating followers/staff, directing others, selecting most effective communication channels and resolving conflicts.

A manager's role is to provide direction and to influence the staff, as individuals and as a team, to work towards the goals developed.

They need to consider:

What will motivate the team and the individuals?

How will the different personalities within the team be catered for?

Can some of the highly knowledgeable team members help train the new selling staff?

Controlling/monitoring

Controlling and monitoring involves checking on progress.

Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

In our example above, the manager might ask each staff member whether they have the adequate destination and product knowledge to competently do their job.

Although not compulsory, if you wish to read further material about leaders and managers, refer to the text Management Theory and Practice (details below)

Open the text, Management theory and practice, to the chapter Understanding Leadership. Read the following:

Leading or managing?

Strength through balance

The bottom line

The 21st-century leader.

Management roles & skills

So far we've learnt that Leadership and Management operate hand in hand. To be a good manager requires leadership skills, and an effective leader will be reliant on applying their own and others' management skills to achieve their vision.

Activity

Research a supervisory or management role in the event industry. Compile a brief job description, identifying some of the key tasks and responsibilities of the role:

Try www.seek.com.au or www.mycareer.com.au for current advertised roles.

Feedback

Did you identify some of the tasks associated with the following functions of management?

Key skills required by leaders in the event industry, include:

Organisational skills

Excellent organisational skills are required to successfully manage staff, schedules, clients, contractors and all other aspects of an event.

People skills

No matter how experienced and successful they are, leaders must have the ability to connect, understand and establish a strong working relationship with their team.

Conceptual skills

A leader must have the ability to solve problems, to think through difficult situations without becoming emotional and to come up with suitable solutions, whilst working under pressure.

Leadership skills

Event staff need strong leadership to be able to deliver their best on time – negotiations between clients, suppliers, and company or venue staff require flexibility, quick thinking, lots of initiative and exceptional decision making.

Excellent people management skills are required when working with temporary and diverse teams in the events industry. Event frontline staff often do not have the same level of commitment of employees beginning their career in a typical organisation, therefore event managers need to be able to keep their staff informed, motivated and inspired through strong and positive leadership skills.

To avoid frustration or disappointment, staff must have accurate expectations of their roles. Some tasks may be repetitive or in an area away from the action of the event. The event manager can motivate staff by organising regular job rotations, giving staff the opportunity to view some of the performance or meet the stars, or get more involved with the public. Keeping staff well informed and involved through regular briefings, and ensuring they have had ample rest breaks, can help them to perform their duties more confidently, enthusiastically and efficiently.

Activity

A successful event is dependent on the calibre, character and leadership qualities of an event manager. The following excerpt is from an advertisement on SEEK.COM. Make a list of the key skills and attributes required for the role.

Feedback

Did you say something like this?

Excellent communication skills Well organised Motivating Diplomatic

Enthusiastic Democratic Analytical Opportunistic

Inspirational Decisive

Although not compulsory, if you wish to read further material about management skills, refer to the text Management Theory and Practice (details below)

For further reading on management skills, refer to the text Management theory and practice, to the chapter The Changing Work Environment. Read section 4 "Wanted: highly skilled managers".

Positive role model

Kris Cole in Management theory & practice, states that a role model is a person whose behaviour and actions can be emulated in order to develop those skills and attributes yourself. Playing a role doesn't mean that you are acting or behaving falsely, rather it means that you are behaving according to a set of concepts that defines, for you, how to behave in a particular situation.

Cole also mentions that employees watch their managers carefully for cues on how to behave. To set the right tone, leaders need to be accessible and make it clear that people's opinions are not just welcomed and valued, but expected. Ask for ideas explicitly. Always be ready to spend a few minutes explaining something. Admit your mistakes so that people know that mistakes are okay provided everyone learns from them. Don't expect everyone to be perfect.

Open the text, Management theory and practice, to the chapter Strengthening your Personal Skills.

You will learn about:

setting personal goals

developing empowering mindsets

nurturing your emotional intelligence

making successful presentations.

Barbara Cosby, in Leadership for the Common Good (2005), states that a leader has a special responsibility for being a role model for carrying out the organisation’s purpose and core values. Perhaps the most effective tool a leader can wield for accomplishing an organisation’s mission is his or her own behavior. Effective leaders engage in transformational behavior (being a role model in the service of an inspiring cause; promoting a challenging, meaningful vision; providing intellectual stimulation and individualised attention for followers) along with transactional behavior.

Leadership requires awareness, empathy and foresight and more. The website www.hrbartender.com explains six qualities that are consistently mentioned in conversations about leadership and role models. They are:

AwarenessLeaders must open the doors of perception and see what’s inside. This can be a disturbing thought. But it’s to provide reality and see things in perspective.

Commitment to developing

peopleLeaders’ help others become good leaders.

Empathy Leaders not only identify with others, but accept what others contribute. It requires a tolerance of imperfection.

ForesightBeing able to sense the unknowable and unforeseeable future gives leaders their “mojo”. As a leader, we must use good decision making skills and remember that a lack of decision making can be perceived as an ethical failure.

Listening Leaders naturally respond to a problem by listening first. True listening builds strength in others.

PersuasionWhether it happens one person at a time or one action at a time, leaders are willing to use their talents and demand little from others. Even if it means standing aside and serving when asked.

Leaders need to understand that their actions and responses to situations vastly impact the performance of those that are paying attention to their conduct. In order to get others engaged in following their leadership, and in order to motivate employees to their work, leaders also need to find and implement creative practices that help lead effectively and encourage others to feel passionate about what they do and what they believe in.

Activity

Explain in your own words how an effective leader can be a positive role model.

Feedback

Did you say something like this?

An effective leader can be a positive role model by possessing high standards of performance and behaviour. They can be assertive and have strong values and beliefs which they are not afraid to reveal to others in the workplace.

An effective leader stands by their decisions, has high ethical standards, a strong character and is credible.

An effective leader is likely to be an expert at what they do in their chosen career, and achieve consistently high outcomes for the organisation. They may be the person who pulls in the greatest number of new clients or who tops the sales chart, year after year.

An effective leader also sees the big picture, which means they can see where they want the organisation and team to go.

In developing leadership skills and attributes it is important to immediately model high standards of performance and behaviour. Identifying one's values and beliefs is an important part of this process.

To lead effectively as an event manager involves wearing multiple hats and having multiple responsibilities. The event manager is responsible for directing, influencing and motivating their staff. Event managers must show staff what needs to be done and how it needs to be done, therefore, being a positive role model is imperative.

Being a good communicator (both verbal and non-verbal) is one of the most important attributes of an effective event manager. Staff need to be given well-defined instructions and they need to understand exactly what is expected of them. Staff who feel confused or not sure of what they are supposed to be doing will quickly become frustrated and may lose faith in their leader.

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Effective leadership

There are many factors that influence leader effectiveness however the personality of the leader, and their past experience can detract from the process.

For example, a leader who has employed an approach in the past that failed to produce the desired outcomes, would, in a new leadership situation, need to take a different approach. To be an effective leader requires some modification of the leader's behaviour. Other factors which will influence leader effectiveness are the characteristics and behaviour of staff. It is widely believed that effective leaders tend to possess the following general characteristics:

Intelligence

This is not seen as academic achievement (although tertiary qualifications assist in understanding and applying effective leadership principles). In this case intelligence is based on a sound understanding of the desired outcomes and how to achieve them.

Social Maturity

Due to the complex responsibilities of the leader, they tend to have a high level of emotional maturity. In addition they are generally ‘well rounded’ and have a broad range of interests.

Motivation to Achieve

Leadership is focused on achievement. To be effective, a leader aims to accomplish goals. Whether personal or organisational goals, when they achieve one they are already working towards completing another. This desire to achieve rarely depends on external factors it is usually an internal attitude.

Self-Confidence

Effective leaders have confidence in their own abilities. They recognise that to achieve results they must make decisions and delegate responsibility to other team members. They trust their own judgment.

Good Communication Skills

Effective leaders understand that they will achieve goals through the efforts of the team. Their position requires them to collect and clearly pass on information regularly. They tend to use their communication skills to foster understanding, cooperation and mutual support.

Trust and problem solving

Two other important qualities of an effective leader is trust and the ability to solve problems. Staff need to be able to trust the person who manages them in the same way that a manager would expect to be able to trust the staff he is managing.Effective leaders also require the ability to solve problems creatively. There are often several possible solutions to a situation. The effective leader looks at all possibilities and seeks advice from informed people before making a decision.

Leadership styles

There has been much research into leadership and its impact on organisations and individuals. Current leadership theory is drawn from the various management and organisational theories that have been developed over the past 80 years. These theories help us understand the current ideas on managing people. The major change in the last 80 years has been the shift away from a systems management approach to a people management approach based on individual needs.

Management Theory and Leadership

There are numerous books written on the subject of leadership styles. Each presenting its own unique point of view on the subject. Cole Management refers to the 'situational approach'. Cole explains that the 'situational approach' adds another piece to the leadership puzzle. Cole explains that effective leaders sometimes behave in an:

1. Authoritarian Leadership

These leaders determine the actions of the group with little (if any) discussion. They tend to exercise total control of the team and the decision making process. The leader gives the directions and the team follows them and reports back. While, this style of leadership may save time in the short term, few new ideas are generated and generally morale is low.

2. Participative Leadership

These leaders encourage their team to be actively involved in decision making. They delegate authority to suitably skilled team members and provide opportunities for others to develop their skills. Because there is an ongoing exchange of information, the team tends to be productive and efficient. This style of leader uses a variety of approaches to meet the specific skill levels and motivational needs of the team members.

3. Laissez faire Leadership

This type of leader tends to adopt a policy of not ‘interfering’ with the group by letting them run themselves. This method is generally only effective in highly specialized fields. Due to the lack of leadership, informal leaders tend to take control of the group and conflicts often result. The group tends to drift and productivity is low.

These styles are characterised by the amount of control that the leader applies on the team. The three styles are best seen as points on a line ranging from total control to very little if any.

Three main leadership styles

Of the leadership styles available, participative leadership tends to be the most effective, however, within the scope of participative leadership is the concept of 'Situational Leadership'.

The situation dictates the leadership style that works best. This means that, to be an effective leader, you need to be able to use all 3 leadership styles and know when to use them. This increases the range of situations in which you can lead effectively.

Kris Cole states that leaders who are not familiar with situational leadership theory, or who are not flexible enough to adapt their leadership style to suit the circumstances, can lead effectively in some situations but poorly in others.

What's your leadership style?

Go to www.psychology.about.com

Scroll down to 'Browse Topic' and click on ‘Tests & Quizzes' – What’s Your Leadership Style?’

Complete the quiz, review your results, and reflect on the following questions:

What are the strengths and limitations of this style?

How might this style affect people I work with?

How might this style affect how I communicate with others?

How could I improve this style?

Your answers will vary according to your situation. You may find it useful to discuss your response with a close friend or family member.

Situational leadership

Situational leadership is based on Hersey and Blanchard's leadership research. It proposes that effective leadership is achieved when the leader modifies their leadership style to suit the specific situation. Possible situational influences to consider are:

time pressures to complete the task

the complexity and importance of the task

the existing skill and knowledge of the team (or members of it)

the level of risk involved if the task is not completed well

the culture of the organisation and its management style

The key situational influence is the team member’s level of experience and skill competence. These elements have a direct impact on the level of directive or supportive behaviour that the leader uses to influence the team member’s performance.

As a leader, your goal should be to progressively increase your team’s level of skill and commitment by moving from directive behaviour to supportive behaviour.

Situational Leadership Styles

Within situational leadership there are four main styles that could be used. Each has a specific purpose. These methods are:

Directing - (a directive behaviour)

Coaching - (a directive behaviour)

Supporting - (a supportive behaviour)

Delegating - (a supportive behaviour)

Click here to read about each Situational style

Feedback: Situational styles

Directing

This leadership style is suited to new or inexperienced workers who need specific directions and close supervision. It should be used when the worker:

- has a limited skill level

- lacks commitment, experience and / or enthusiasm

Coaching

This leadership style is suited to workers with limited experience and skills. They still need direction and supervision but decisions are explained to them and they are given limited opportunities to participate in decision making. It should be used when the worker:

- has a modest level of skill but lacks commitment.

Supporting

This leadership style is suited to workers that have good skill levels and experience. They don’t need close supervision or direction because of their current skills and experience but they need support to build their confidence and motivation. The responsibility for making decisions is also shared with them

Delegating

This style of leadership is suited to workers that have high levels of skill and experience. These workers are usually willing and able to work on their own with no supervision or direction. They are also given the responsibility for making relevant decisions

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Although not compulsory, if you wish to read further material about leadership theories and styles, refer to the text Management Theory and Practice (details below)

Open the text, Management theory and practice, to the chapter Understanding Leadership. Read from the beginning through to the chapter 'Leading or Managing'

You will learn about:

Understanding and using leadership theories

Leadership styles

The managerial grid

Theory X and Theory Y

Organisational goals

Support for and commitment to organisational goals

An effective leader will support the organisation's goals and objectives, at both the strategic and operational level, and base work performance on the business and management plan the organisation has developed.

Today, organisations set their goals and objectives in terms of Key Performance Indicators (KPIs), and have an expectation that all employees will support these. Goals are determined by senior management, and provide the direction of an organisation. An objective is defined as a target which must be reached if an organisation is to achieve its goals. We will cover Goals and Key Performance Indicators in more detail in Topic 2.

Organisations must take into account the needs of its ‘stakeholders' when considering the setting of goals. Stakeholders include shareholders, employees, customers, suppliers and industry associations. The organisation has a responsibility to these groups and must structure its goals in order to give each group some degree of satisfaction or involvement.

The effective leader supports the organisation's goals and objectives, at both the strategic and operational level, and bases their work performance on the business and management plan the organisation has developed.

A strategy is a comprehensive framework for achieving an organisation's objectives and therefore its goals. A strategy model could be:

The organisation's business (i.e. what it does, the goods or services it provides, and to whom)

The general direction the organisation plans to take (i.e. whether it plans to diversify the nature of the business, or consolidate its position within the market)

The operational goals of the organisation (i.e. focus on profits, market share, etc.).

Watch a video

David McDermott, Manager in the QANTAS Integrated Operations Centre, leads a team of thirty-three people who do disruption management and schedule recovery functions for the airline.

Watch a video of David McDermott talking about effective leadership strategies.

Text version of video: Management: Leadership

In this video, David McDermott discusses effective leadership strategies.

Video 1: Effective leadership strategies

Captions:

David McDermott: Leadership’s about giving direction, being clear and concise about what the objectives of the organisation is and leading your team to best achieve those objectives and outcomes. It’s a behavioural piece as well about leading by example and being fair, equitable and ethical in how you go about your business in a day to day basis. It’s also about when things go wrong being able to step up to that and providing learning opportunities from when things have gone wrong and being able to constructively give feedback and continuous improvement process. To get the best performance out of individuals I believe that you have to provide feedback, you have to be able to again be clear about what it is that they need to be doing to achieve outcomes and objectives. And then it’s about giving them the opportunity to be able to see you face to face, discuss any issues they’ve got and also you being able to provide them with assistance and guidance and that can come in varying forms, it can be from providing them with business tools that they require such as the right software, PCs and also giving them training and development opportunities. .

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The effective leader who supports organisational goals will use well developed communication and interpersonal skills to help colleagues understand the company's overall business strategy. They will inspire the individual within a team to contribute to achieving key performance outcomes.

Communication and organisational goals will be discussed further in Topic 2.

The I.R.E in leadership

Integrity, Respect and Empathy in leadership

General Peter Cosgrove, Australian of the Year 2001, says of integrity........ ‘We all have a reputation, something we are known for. At the core of this, is the simple but fragile heart -- our integrity: always under challenge, under tests both trivial and profound every day of our lives. In business, integrity is just as important as in any of the great public offices. It is interesting to observe that many of the modern corporate failures in leadership have come either from a failure in integrity by the leaders in question or equally serious, a failure to diligently protect the integrity of the business'

Kris Cole in Management theory & practice says that people notice whether you bypass rules, cancel meetings without explanation and 'walk your talk.' When you have high self-esteem, you automatically want to do the 'right thing' because you owe it to yourself and to others. Even when the 'right thing' is awkward, inconvenient or uncomfortable, your high standards encourage you to make the 'right' decision and take the 'right' action. Doing the ‘right thing' involves behaving ethically and with integrity and begins with self-awareness and knowledge of your core values.

To examine these three attributes i.e.: integrity, respect and empathy, in more detail, open the following document to learn more about their meaning.

Read further on Integrity Respect Empathy

Treating people with integrity, respect and empathy

The effective leader looks after the interests of their colleagues, and members of their team. It is their responsibility to encourage the development of an environment where your team members feel valued and respected. In particular the development of an environment where their skills and abilities and personal values and beliefs contribute to their role within the company.

This can be achieved through the recognition of individual and team productivity and professional achievements, as well as through the interpersonal behaviours displayed by you and your team members.

Ensuring that your team feels valued and respected relies heavily on the:

Way in which you interact with team members and how team members interact with each other

Accepted company or organisational philosophy for the treatment of each individual

Behaviours that are deemed to be appropriate and the action taken when members of the team do not behave accordingly

Values of the company or organisation

Values are the behaviours or attributes that a company expects their employees to display in all situations. They may be found in the company mission statement or in a separate document.

Generally values are utilised to maintain a level of 'internal' service. For example:

Ensure staff are treated with respect and dignity.

Make decisions based on the best interests of the organisation

Take initiative and be proactive.

Keep finding ways to work more efficiently and productively.

Some common themes found in Value Statements include displaying:

- Integrity and honesty in everything the company does

- Respect for each individual and their needs, differences and abilities

- Empathy towards others

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Although not compulsory, if you wish to read further material about this subject matter, refer to the text Management Theory and Practice (details below)

Open the text, Management theory and practice, to the chapter Establishing Effective Working Relationships. Read the information under the heading Behave

ethically and with integrity.

You will learn about:

the importance of these 3 qualities in leadership

The situational approach