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The Manager as The Manager as LeaderLeader
Inspiring global commitmentInspiring global commitment
TM Ch 12-2
Is leadership born or Is leadership born or taught?taught?
• There are some traits common to acknowledged leaders
• But research shows it is behaviour that determines success
• Leadership involves an assessment of the situation and the application of an appropriate style
TM Ch 12-3
Zaleznik’s differentiation Zaleznik’s differentiation between managers and between managers and leadersleaders
• Managers balance, leaders change
• Managers smooth, leaders shake
• Managers think about what is, leaders think about what could be
• Managers focus on execution, leaders on ideas
• Managers seek control, leaders seek risk
• Managers seek stability, leaders are comfortable with ambiguity
• Managers achieve existing goals, leaders set out new goals
• Managers look to compromise, leaders look for large gains, even at the risk of failure
• Managers focus on procedures, leaders focus on issues
TM Ch 12-4
Managers and leadersManagers and leaders
A manager’s role is to ... A leader’s role is to … Attract
Hire
Motivate
Recognize
Communicate
Listen
Captivate
Engage
Inspire
Reward
Mobilize
Empathize
A manager is guided by ... A leader is guided by ...
A plan A vision
A manager makes decisions
on the basis of …
A leader makes decisions on
the basis of ...
Analysis Instinct
TM Ch 12-5
Leadership is…Leadership is…
“”The ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organization(s) of which they are members.”
TThe GLOBE Project
TM Ch 12-6
Styles of leadership Styles of leadership (Likert)(Likert)
BehaviourExploitative
AuthoritativeBenevolent
authoritativeConsultative Participative
Leadership style Autocratic, top-
down
Paternalistic More attention
paid to
employees
Employee-
centred
Motivation Punishments,
some rewards
More rewards
but punishment
emphasized
Dominated by
reward
Employees set
out goals and
evaluate results
Communication Downward, little
teamwork
Downward with
some teamwork
Employees
provide their
opinions
Extensive
communication
both vertically
and laterally
Decision-making At top of
organization
Management
sets boundaries
Management
consults but
make final
decisions
Group or team
leaders makes
most decisions
Control Process and
output managed
from top
Management
sets boundaries
More control
over output than
over process
Team appraises
results
TM Ch 12-7
What kind of a leader What kind of a leader would people prefer to would people prefer to work for?work for?
Intelligence
We know where we’re going but we aren’t doing much about
getting there
We know where we’re going but we aren’t doing much about
getting there
We are spending a lot of effort to no purposeWe are spending a lot of effort to no purpose
We may not know where we’re going but at least we don’t have
to work hard to get there
We may not know where we’re going but at least we don’t have
to work hard to get there
We know where we need to go and we’re making good progress toward getting there.
We know where we need to go and we’re making good progress toward getting there.
TM Ch 12-8
Culture and leadershipCulture and leadership
• National and cultural characteristics determine what is considered effective leadership
• International leaders need to assess the work situation and cultural context to respond effectively
• The GLOBE project explored national context and found leadership to depend on cultural norms
TM Ch 12-9
Universal positive and Universal positive and negative leadership traitsnegative leadership traits
Positively regardedNegatively regarded
Trustworthy
Just
Honest
Plans ahead
Encouraging
Positive
Dynamic
Motivator
Confidence Builder
Dependable
Intelligent
Decisive
Effective bargainer
Win-win problem solver
Skilled administrator
Communicators
Informed
Team builder
Loner
Asocial
Non cooperative
Non-explicit
Egocentric
Ruthless
Dictatorial
TM Ch 12-10
Universal leadership tacticsUniversal leadership tactics
• Assertiveness
• Friendliness
• Reasoning
• Bargaining
• Sanctioning
• Appeals to higher authority
• Coalition building
TM Ch 12-11
Transformational Transformational leadershipleadership
• Articulates a new vision convincingly
• Breaks with tradition
• Sets out a clear path to future goals
• Infuses purpose in goals understood by all
• Willing to take risks
• Wants to lead
• Builds power base
• Leads by example
TM Ch 12-12
The challenge of The challenge of attributionattribution
• Different perspectives on why something happens or what it means
• External factors (related to events over which there is no control) versus internal factors (personality, mood, preferences)
• Misattributions can easily occur, especially in cross-cultural situations
• Misattributions can make effective communication impossible
TM Ch 12-13
Building the right skillsBuilding the right skills
• More than market-specific knowledge
• Appreciation of important nuances
• Understanding that leadership depends on expectations of those led
• Expectations are culturally determined
• Understanding of what “drives” and motivates employees
• Use knowledge to develop necessary management skills
TM Ch 12-14
Management challengesManagement challenges
• Understanding traditions
• Effective supervision
• HR and job assignments
• Cultural fatigue
TM Ch 12-15
Some ethical questionsSome ethical questions
• Is a handshake binding?
• Is a missed delivery date a breach of promise?
• When does gift giving become a bribe?
• Is bribery acceptable to secure the deal?
TM Ch 12-16
Building company loyaltyBuilding company loyalty
• A corporate philosophy that focuses on people
• A company goal that employees can believe in
• Pay attention to social justice and equality
• Respect the pride and dignity of every employee
• Foster a climate for mutual discussion and openness
TM Ch 12-17
Selecting the right Selecting the right managermanager
• Technical skills
• Managerial skills
• Flexibility
• Tolerance
• Willingness to learn new things
• Ability to deal with ambiguity
• Interest in other peoples and cultures