Provide Leadership in Your Area of Responsibility
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Transcript of Provide Leadership in Your Area of Responsibility
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Provide Leadership in Your Area of Responsibility
Gill Bailey
Management Trainer
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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
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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.
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Levels of Management
TopManagement
President, CEO,Executive
Vice Presidents
Middle ManagementPlant Managers, Division Managers,
Department Managers
First-Line ManagementForepersons, Supervisors, Office Managers
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ManagementFunctions
Management process:planning, organizing, leading, and controlling
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MANAGEMENT FUNCTIONS
rganising
lanning
nforming
upervising
valuating
ecognising
OPISER
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COMMUNICATION
TIME
MATERIALS
PEOPLESPACE
MONEY
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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.
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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
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Leadership
The ability to influence behaviour
towards the achievement of
results
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ACHIEVING THE TASK
Action Centred Leadership
John Adair’s Theory
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USE OF AUTHORITY BY
MANAGER
AREA OF FREEDOM
FOR SUBORDINATES
CONTINGENCY LEADERSHIP
Model of Tannenbaum & Schmidt
DELEGATESTELLS SELLS CONSULTS SHARES
Autocratic Democratic
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Selecting Leadership Styles
Applying the appropriate leadership style at the development levels
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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
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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
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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
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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
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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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www.linqs.co.uk
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?
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SMART objectives
specific
measurable
achievable
realistic
time-bound
SS
MM
AA
RR
TT
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Why SMART?
SMART objectives are challenging, and allow progress and success to be measured against pre-determined benchmarks.
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Specific
• Is the objective precise and well-defined?
• Is it clear?
• Can everyone understand it?
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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?
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Achievable
• Is it within their capabilities?
• Are there sufficient resources available to enable this to happen?
• Can it be done at all?
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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?
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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?
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ACHIEVING THE TASK
John Adair’s Theory
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Motivation Model
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Maslow’s Hierarchy of Needs
Theory focused on individual needs – or the self.
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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
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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
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Two–Factor Theory (cont’d)
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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
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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
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Causes of Conflict in Organisations
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Feedback
Communication Process
Sender
Encoding
Medium
Decoding
Receiver
Communication is a 2-way process
Message
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Barriers to Communication
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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
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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
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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”
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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