Supervisory Leadership and the Management of Change

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

1212

Part 5 LeadingPart 5 Leading

© 2007 Thomson/South-Western.All rights reserved.© 2007 Thomson/South-Western.All rights reserved.

SUPERVISORY LEADERSHIP ANDSUPERVISORY LEADERSHIP ANDTHE MANAGEMENT OF CHANGETHE MANAGEMENT OF CHANGESUPERVISORY LEADERSHIP ANDSUPERVISORY LEADERSHIP ANDTHE MANAGEMENT OF CHANGETHE MANAGEMENT OF CHANGE

© 2007 Thomson/South-Western. All rights reserved. 12–3

Leadership: The Core of Leadership: The Core of Supervisory ManagementSupervisory Management

• LeadershipLeadership Is the ability to guide and influence the opinions, Is the ability to guide and influence the opinions,

attitudes. and the behavior of others.attitudes. and the behavior of others.

Is not defined by position.Is not defined by position.

Can be assumed by work group members (informal Can be assumed by work group members (informal leadership)leadership)

Is a process rather than a positional relationship.Is a process rather than a positional relationship.

Resides in obtaining the work group’s willingness to Resides in obtaining the work group’s willingness to follow the supervisor.follow the supervisor.


FIGURE FIGURE 12.12.11 Supervisory leadership results Supervisory leadership results in a work group’s willingness in a work group’s willingness to follow.to follow.


Contemporary Thoughts on Contemporary Thoughts on Leadership (cont’d)Leadership (cont’d)

• Things people want from their leaders:Things people want from their leaders:

1.1. DirectionDirection—People want leaders to have a purpose. —People want leaders to have a purpose. The leader has a clear idea of what is to be done. The leader has a clear idea of what is to be done.

2.2. TrustTrust—The ability to trust a leader is perhaps more —The ability to trust a leader is perhaps more important today than at any other time in recent important today than at any other time in recent history.history.

3.3. HopeHope—Leaders believe, and they kindle the fire of —Leaders believe, and they kindle the fire of optimism in followers.optimism in followers.

4.4. ResultsResults—Leaders accomplish difficult tasks. —Leaders accomplish difficult tasks. Success breeds success.Success breeds success.



• Successful Leader Behaviors:Successful Leader Behaviors: Challenging the processChallenging the process (searching for opportunities, (searching for opportunities,

experimenting, and taking risks)experimenting, and taking risks)

Inspiring a shared visionInspiring a shared vision (envisioning the future, (envisioning the future, enlisting the support of others)enlisting the support of others)

Enabling others to actEnabling others to act (fostering collaboration, (fostering collaboration, strengthening others)strengthening others)

Modeling the wayModeling the way (setting an example, planning small (setting an example, planning small wins)wins)

Encouraging the heartEncouraging the heart (recognizing contributions, (recognizing contributions, celebrating accomplishments)celebrating accomplishments)



• Servant-LeadershipServant-Leadership

Is the notion that the needs of followers are looked Is the notion that the needs of followers are looked after such that they can be the best they can be.after such that they can be the best they can be.

Is allowing subordinates to pursue their own direction Is allowing subordinates to pursue their own direction as long as it is consistent with the overall vision for as long as it is consistent with the overall vision for the organization.the organization.


The Process of DelegationThe Process of Delegation

• DelegationDelegation Is the process of entrusting duties and related Is the process of entrusting duties and related

authority to subordinates.authority to subordinates.

• AccountabilityAccountability Is the obligation one has to one’s boss and the Is the obligation one has to one’s boss and the

expectation that employees will accept credit or expectation that employees will accept credit or blame for the results achieved in performing assigned blame for the results achieved in performing assigned tasks.tasks.

• ResponsibilityResponsibility Is the obligation to perform certain tasks and duties Is the obligation to perform certain tasks and duties

as assigned by the supervisor.as assigned by the supervisor.


Delegation By the SupervisorDelegation By the Supervisor

• Reasons for Lack of Supervisory DelegationReasons for Lack of Supervisory Delegation Shortage of qualified employeesShortage of qualified employees—”They can’t do it” —”They can’t do it”

mentalitymentality

Fear of subordinates making mistakesFear of subordinates making mistakes

The “I’d-rather-do-it-myself” mentalityThe “I’d-rather-do-it-myself” mentality

““If it is to be done right–I have to do it” mentalityIf it is to be done right–I have to do it” mentality

Fear of being replacedFear of being replaced

““They won’t do it–you can keep it” mentalityThey won’t do it–you can keep it” mentality


Approaches to Supervisory LeadershipApproaches to Supervisory Leadership

• Autocratic (Authoritarian) SupervisionAutocratic (Authoritarian) Supervision Relies on formal authority, threats, pressure, and Relies on formal authority, threats, pressure, and

close control.close control.

Is based on Theory X assumptions.Is based on Theory X assumptions.

Is appropriate when task structure is high, employees Is appropriate when task structure is high, employees need direction, and quick results are desired.need direction, and quick results are desired.

• Bureaucratic Style of SupervisionBureaucratic Style of Supervision Emphasizes strict compliance with organizational Emphasizes strict compliance with organizational

policies, rules, and directives.policies, rules, and directives.

Is the expected managerial style in some cultures.Is the expected managerial style in some cultures.


FIGURE FIGURE 12.12.44 Leadership style continuum.Leadership style continuum.


Approaches to Supervisory Leadership Approaches to Supervisory Leadership (cont’d)(cont’d)

• General SupervisionGeneral Supervision Means that the supervisor sets goals and limits but Means that the supervisor sets goals and limits but

allows employees to decide how to achieve goals.allows employees to decide how to achieve goals.

Is based on Theory Y assumptions.Is based on Theory Y assumptions.

Is appropriate and advantageous when employees Is appropriate and advantageous when employees are competent and have a desire to participate.are competent and have a desire to participate.

• Participative ManagementParticipative Management Allows employees to influence and share in Allows employees to influence and share in

organizational decision making.organizational decision making.


Approaches to Supervisory Leadership Approaches to Supervisory Leadership (cont’d)(cont’d)

• Directive (Communication) ApproachDirective (Communication) Approach Relies on the supervisor conveying to employees what, how, Relies on the supervisor conveying to employees what, how,

and why something is to be accomplished.and why something is to be accomplished.

• Open-book ManagementOpen-book Management Helps employees understand how the impact of what they do Helps employees understand how the impact of what they do

affects the organization’s bottom line.affects the organization’s bottom line.

• Free-rein (Laissez-faire) SupervisionFree-rein (Laissez-faire) Supervision Is the process by which a supervisor delegates virtually all Is the process by which a supervisor delegates virtually all

authority to employees to decide and act without the authority to employees to decide and act without the supervisor’s involvement.supervisor’s involvement.

• Stretch TargetsStretch Targets Are job objectives that present a challenge but are achievable.Are job objectives that present a challenge but are achievable.


Introducing ChangeIntroducing Change

• Unplanned ChangeUnplanned Change An unexpected situation causes you to initiate a An unexpected situation causes you to initiate a

strategy for change.strategy for change.

• Making Change Means Supervisory InvolvementMaking Change Means Supervisory Involvement ““All progress is change, but not all change is All progress is change, but not all change is

progress.”progress.” The introduction of change usually requires implementation The introduction of change usually requires implementation

at the departmental level.at the departmental level.

The success or failure of any change is usually related to a The success or failure of any change is usually related to a supervisor’s ability to anticipate and deal with the causes of supervisor’s ability to anticipate and deal with the causes of resistance to change.resistance to change.


Introducing Change (cont’d)Introducing Change (cont’d)

• Reasons for Resistance to ChangeReasons for Resistance to Change Change can threaten employees:Change can threaten employees:

Socially in upsetting personal relationshipsSocially in upsetting personal relationships

Psychologically by changing the familiar workplacePsychologically by changing the familiar workplace

Economically through loss of skills, jobs, or layoffEconomically through loss of skills, jobs, or layoff

• Overcoming Resistance to ChangeOvercoming Resistance to Change Provide adequate information Provide adequate information

Supplying all the information employees consciously and Supplying all the information employees consciously and subconsciously need to know.subconsciously need to know.



• Worker Adjustment and Retraining Notification Worker Adjustment and Retraining Notification Act (WARN)Act (WARN) Requires firms with 100 or more employees to give 60 Requires firms with 100 or more employees to give 60

days’ notice before layoffs or closing.days’ notice before layoffs or closing.

Closed



Obtain Needed InformationObtain Needed InformationObtain Needed InformationObtain Needed Information

Consult with Other SupervisorsConsult with Other SupervisorsConsult with Other SupervisorsConsult with Other Supervisors

Create a Formal Written ProposalCreate a Formal Written ProposalCreate a Formal Written ProposalCreate a Formal Written Proposal

Proposing Change to High-Level Managers

Make a Formal PresentationMake a Formal PresentationMake a Formal PresentationMake a Formal Presentation

Documents

Supervisory Leadership and the Management of Change