Welcome to Seminar Five!

MT-140

Class 5

Kym Chavez, MBA

Kaplan University

Agenda

• General Questions and Announcements• Introduction• What People Want from Leaders / Q & A• Charismatic versus Transformational Leaders / Q & A• Leadership Traits /Q & A • Conclusion of Seminar

Unit 5 Objectives

During this unit we will:

1. Designate conclusions to management issues

2. Discuss the difference between managing and leading

3. Identify aspects of employee motivation

Get in the game…

• In teams of 2-3 people, please think of leaders you’ve worked with in the past:

• - List the excellent qualities about them and why it was important to you

• List the not so-excellent qualities about them and why it frustrated you

- Talk about as a group

Scenario:

• Steve Jobs went back to work at Apple after a long absence in June of 2009.

• What kind of leadership does he provide his company? • What differences does he make in the success of the company?

http://www.youtube.com/watch?v=Yz1-cPx0cIk

See his presentation at Mac world conference in 60 seconds!

What do people want from their leaders?

• What are the top five qualities a leader needs to possess in your opinion?

What employees want

Even "loyal" employees are only committed to managers and companies for about two years, according to a recent study from Walker Loyalty Reports. When you understand what people really want from a manager, you boost your chances of keeping them longer. Here's what our survey findings say:

• ► HonestyMore than 90 percent (91.5%) want honesty and integrity from their manager.

• ► FairnessNearly 90 percent (89.2%) want their manager to be fair and to hold everyone accountable to the same standards.

• ► TrustMore than 85 percent (86.7%) want to trust--and be trusted by--their manager.

• ► Respect Nearly 85 percent (84.7%) want to respect--and be respected by--their manager.

Part 2

• Dependability More than 80 percent (81.2%) want to be able to count on their manager.

• ► CollaborationMore than 75 percent (77.4%) want to be a part of their manager's team and be asked to contribute ideas and solutions.

• ► GenuinenessMore than 75 percent (76.2%) want their manager to be a genuine person.

• ► AppreciationNearly 75 percent (74.4%) want their manager to appreciate them for who they are and what they do.

• ► Responsiveness More than 70 percent want (73.9%) their manager to listen, understand, and respond.

Don’t Want

• ► FriendshipNot even 3 percent (2.9%) want their manager to be a friend or companion.

• ► ConversationNot even 15 percent (14.2%) want to have interesting conversations with their manager.

• ► TLCNot even 25 percent (24.4%) want their manager to care for them.

• ► Emotional SupportBarely 25 percent (25.4%) want emotional support from their manager.

• ► CheerfulnessNot even 30 percent (28.8%) want a cheerful or happy manager.

• ► HumorLess than 30 percent (29%) want their manager to be fun-loving or good-humored.

THE 8 TOP DON’T LIST FOR LEADERS

• Great leaders are few and far between. This has nothing to do with genetics. Rather, most people just don’t know how to be leaders. The good news is that it’s relatively easy to learn to be a leader. You can start with these 8 beginner’s errors that can sabotage your efforts as a leader.

• Leaders never say it can’t be done. Getting things done, in fact, is one of the most important things leaders must do. They especially never tell a constituent that his idea is impossible. Instead, they talk about how to make it happen. Whatever the obstacles, leaders know there is a way over, under, or around almost every obstacle. And they know that hope and faith are more powerful than cynicism.

• Leaders never focus on the past. Instead, they look to the future. Leaders have a vision, and they communicate this vision. They are passionate about their vision. They see the light at the edge of the darkness, and they point it out to everyone, so that everyone will be looking and walking in the same direction: forward.

• Leaders never resist change. Instead, they embrace change and turn it to everyone’s advantage. They know that every change represents an opportunity, if we can find that opportunity. And they know that change happens, and that you can’t stop it. So leaders never fight change. Instead, they ask, “How can we make the most of change? How can we work with these changes to demonstrate our own excellence?”

• Leaders never belittle or scold their constituents. Leaders need others to support them. And belittling or scolding someone is not a way to get his support. So leaders accentuate the positive. “Be hearty in your approbation and lavish in your praise,” as Dale Carnegie put it.

CON’T

• Leaders never tell people what to do. People will do whatever they want, anyhow. So leaders do not tell. Instead, they ask what to do. They feel others’ pains and passions, knowing that these are more powerful than all the orders ever given. They encourage others. They give others the credit. Leaders make others feel proud to live up to their reputations. But even if they don’t live up, leaders still let them save face.

• Leaders never talk when they could be listening. Leaders always listen twice and talk once. Leaders know that they need the support of others to make a difference. Therefore, they think about others first and how they can better others’ lives. They are genuinely interested in what other people think, and they go out of their way to understand others. And they make powerful connections that last their whole lives.

• Leaders never fight. A heated argument may be a great way to vent, but all it accomplishes is to make everyone feel keyed-up. Leaders do challenge people— You can’t look to the future without challenging the status quo. And leaders definitely argue passionately for what they believe in. But they don’t participate in arguments. Leaders know that, in Dale Carnegie’s words, “the only way to get the best of an argument is to avoid it.” Instead, leaders begin as friends. They find common agreement early. They know it’s much easier to sell if the prospect is already saying, “Yes.” They know it’s much easier to build positive momentum from agreement than from disagreement. So they show respect for others’ opinions. They always try to see things from the other person’s perspective. And leaders do not tell other people they’re wrong, but leaders do admit readily when they themselves are wrong.

What People Want From Their Leaders

• Vision: A mental image of a possible and desirable future state of the organization.

• Leadership:

- Supervisory Leadership: Behavior that provides day-to-day guidance, support, and corrective feedback.

- Strategic Leadership: Gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future.

What People Want From Their Leaders(Continued)

• Power: Five Sources:

1) Legitimate Power: right and authority

2) Reward Power: controls rewards

3) Coercive Power: punishment control

4) Referent Power: motivational-

What People Want From Their Leaders(Continued)

• Power: Five Sources:

- Expert Power: One in which the leader has certain expertise or knowledge that influences others to follow in order to gain this knowledge or expertise.

EXAMPLES?

Charismatic vs. Transformational Leaders

• Charismatic Leaders: Leaders who are dominant, self-confident, convinced of the righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers.

• Transformational Leaders: Leaders who motivate people to transcend their personal interests for the good of the group.

• Transactional Leaders: Leaders who manage through their transactions, using their legitimate reward, and coercive powers to give commands and exchange rewards for services rendered.

Leadership Traits

• Drive: Refers to a high level of effort, high need for achievement, energy, tenacity, and persistence.

• Motivation: Refers to the desire to lead. Related to extroversion and a high need for power. This influences the leader to attempt to influence others and retains the leader’s interest in leadership.

• Integrity: Refers to the correspondence of actions with words. It denotes honesty and credibility. These traits inspire confidence in others.

• Self-Confidence: Refers to the ability to overcome setbacks and defeats, to make decisions under uncertainty and to instill confidence in others.

• Knowledge of Business: Refers to the ability to accurately interpret vast quantities of information relative to the business at hand.

QUESTIONS?

Slide 7

READING

• This week's required reading consists of parts of two chapters. The first is from Chapter 9 in the Bateman and Snell text pp. 198-219. The second is from Chapter 10 in the Bateman and Snell text pp. 221-228.

•   • In Chapter 9, Leadership, we will explore beyond its

definition, the aspects of effective leadership. Chapter 10, Motivating People, covers the ins and outs of this topic.

DISCUSSION • Jack and Jenny have decided to meet a venture capital group in New York to discuss the possibility

of internal expansion of Sandwich Blitz, Inc., and to find out if acceptable financing can be arranged. Jack has always been the one who could voice the Sandwich Blitz vision. He has usually been the visible “voice” for the company while Jenny has usually worked behind the scenes to handle financial matters. They are both worried in this situation. Jack is afraid that he lacks the financial background to satisfy these financiers. Jenny is afraid that she might not have the marketing skills needed to convince this group of the unique capabilities of Sandwich Blitz.

Refer to your unit readings, particularly the section on page 202 about leading and managing.

In your judgment, what is Sandwich Blitz more in need of in this situation: a manager or a leader?What is the difference between the two? How would you resolve this dilemma if you were Jack or Jenny?

ASSIGNMENT

• Business is going relatively well at Sandwich Blitz, Inc. However, Jack and Jenny have noticed that an increasing number of employees and store managers are arriving late to work. They are wondering what they should do.

• Referring to the textbook section on Power and Leadership on page 203, which of the 5 sources of power should Jack and Jenny employ to address the problem of employee and manager tardiness at work?

• Identify at least one source of power that Jack and Jenny should employ to address this situation. Describe the characteristics of a leader who possesses the power that you chose.

• Explain how use of this type of power could be applied by Jack and Jenny to the situation.

Any Questions ?

Slide 67

Review

For 100 points:

• Question: Motivation refers to forces that:

For 200 points:

• Question: The motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end is:

For 300 points:

• Question: Applying a valued consequence to increase a behavior is:

For 400 points:

• Question: Positive consequences that motivate behavior are known as:

For 500 points:

• Question: Administering an aversive consequence is referred to as:

# 32

QUESTIONS?????

Have a great week!

# 33

Great work so far..

• Please contact me if you need me…• Will send you the link to review if you would like to re-

live the moment! • See you on the Discussion Board.

# 34

Parting Thoughts

• "I replaced the headlights in my car with strobe lights, so it looks like I'm the only one moving."

• "I had to stop driving my car for a while...the tires got dizzy." • "I went to a general store. They wouldn't let me buy anything

specifically." • "Some people are afraid of heights. Not me, I'm afraid of

widths." • "I went to the museum where they had all the heads and

arms from the statues that are in all the other museums."

• Have a great week!