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Chapter 12The Manager as Leader

©2008 Thomson/South-Western

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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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What Is Leadership?

Leadership — ability to influence individuals and groups to cooperatively achieve organizational goals

Leader — manager who earns the respect and cooperation of employees to effectively accomplish the work of the organization

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Basic Leadership Traits

Intelligence Judgment Objectivity Initiative Dependability Cooperation

MNEMONIC

I J O I D

Honesty Courage Confidence Stability Understanding

C H C C S U

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Power – the ability to control behavior

Positive +

•Negative -

BOTH WORK!

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Management Power

POSITION POWERPOSITION POWER comes from manager’s

position in theorganization

REWARD POWERREWARD POWERbased on the ability

to controlrewards and punishments

EXPERT POWEREXPERT POWER given to people because of

their superior knowledgeabout the work

IDENTITY POWERIDENTITY POWER given to people because others identify with and

want to be accepted by them

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Assessment 12-1 Unscramble the words below. They are all basic leadership traits.

LIADPEDENITY— OHTSENY— NFINCEDOCE— TTINIVIE— ELTNIELGICNE— GEOUCRA— TNMGDUJ— LBATSTIYI—

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Solutions

DEPENDABILITY HONESTY CONFIDENCE INITIATIVE INTELLIGENCE COURAGE JUDGMENT STABILITY

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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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Human Relations Skills

1. Self-understanding

2. Understanding others

3. Communication

4. Team building

5. Developing job satisfaction

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Human Relations SkillsRank for Motivating Employees ??

Self-understanding Understanding others Communication Team building Developing job satisfaction

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Human Relations SkillsRank for Accomplishing the Goals ??

Self-understanding Understanding others Communication Team building Developing job satisfaction

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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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Management Views of Employees

Close management — employees must be closely managed to perform well

Limited management — employees enjoy their work and do not need close supervision and control

Flexible management — managers’ flexible views of employees allow flexibility in their treatment

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Leadership Styles

Autocratic leader — gives direct, precise orders and detailed instructions; seldom consults with employees

Employee decisions - NOEFFICIENCY – YES EMERGENCIES - YES

Democratic leader — encourages workers to share in decision making DISCUSSION - YES

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Leadership Styles

Open leader — gives little or no direction

Good for Experienced workers

Situational leader — matches actions and decisions to the circumstances

Most effective leaders use this style

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Which type of Management style?

Based on the belief that employees jobs meet many of their personal needs and that employees who enjoy their work do a better job?

LIMITED MANAGEMENT

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Which type of Management style?

Based on the belief that employees are NOT very interested or motivated and work only because they get paid?

CLOSE MANAGEMENT

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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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Dealing with Employee Problems

Handling difficult personal problems ARE YOU

QUALIFIED?

d i v o r c e d

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Let the company do it:

How?

Most companies have contracts set up with professionals:

Counselor

Health Care Facilities

Insurance

To be kept confidential or private.

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Dealing with Employee Problems

Applying work rules (regulations created to maintain an effective working environment in a business)

Why? Safety

Security

Break the Rule?

1 = Oral Warning

2 = Written up

3 = Suspension and firing

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Dealing with Employee Problems

Responding to rules violations

React Immediately

React Objectively

React Firmly

Know as the “Hot Stove Principle”

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Ensuring work rules are followed

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PARTNERS

Volpe Denardo JohnstonRepko Giacino KaminskiBarood Harding MajewskiMartin McGowan RossettiTaylor Pulaksi Karpiscak

Maleczkowicz

Coy SparanoFord StanleySmith VaccaroSovak ZuccariTrost CorriganMcDermott

Rewrite in your own terms 12.4 page 314 Put everyones name at the top.SAG 12-E. Decide on 2 rules and be ready to promote and defend your

rule.