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Leading
1.
2. MANAGING AND LEADING
Are there differences between ‘managers’
and ‘leaders’?
Some say that…
MANAGERS embrace
process,
seek stability and control,
resolve problems quickly-sometimes before they fully
understand a problem's significance.
4. Managers plan, organize, lead, and control, so
that “leading” and “managing”
are inseparable in management theory.
LEADING is part of managing:
MANAGING means
planning, organizing, leading, and
controlling the work of others so the
company’s aims are achieved.
5. Matching the Leader/Manager
to Strategy
Vertical/Horizontal Integration
Leader/Manager – Industry
expert, Aggressive and Seek Stability and
Control
Strategy – Diversification
• Leader/Manager – Analytical and
Tolerates Lack of Structure (at least
temporarily)
6. an easy concept to define but a difficult one
to study and understand.
means influencing others to work willingly
toward achieving objectives.
Being a leader requires more than having a
command of leadership theories, however.
It also means managing organizational
culture;
motivating employees; managing groups,
teams, and conflict; and facilitating
organizational change.
7. Critical leadership thinking skills:
1. Identify what is happening
2. Account what is happening
3. Decide on the leadership actions
Foundations of Leadership
1. Power
2. Personal traits
8. 1. Have Drive
2. Wants to lead
3. Has honesty and integrity
4. Has self-confidence
5. Make good decisions
6. Knows the business
9. Two types of leaders:
– Designated – The person assigned to lead
and organize a designated core team,
establish clear goals, and facilitate open
communication and teamwork among team
members
– Situational – Any team member who has
the skills to manage the situation-at-hand
10. Influencing organizational culture
and shared values
Organizational culture can be defined as
the characteristic traditions, norms, and
values that employees share.
• cultural artifacts the obvious signs and
symbols of corporate culture, such as written
rules, office layouts, organizational structure,
and dress codes.
11. • patterns of behavior these include the
company’s ceremonial events, written
and spoken comments, and the actual
behaviors that the firm’s managers and
other employees engage in (such as
hiding information, politicking, or
expressing honest concern when a
colleague needs assistance)
12. • Values and beliefs are guiding standards
that lay out “what ought to be, as distinct
from what is.
• Corporate culture is a set of
characteristics that define a business. It
involves employee attitudes, standards
(policies and procedures), and rites and
rituals.
13. one of a leader’s most important
functions is to influence the culture and
shared values of his or her organization,
Power Law and order
Elitism Defense
Reward Competitiveness
Effectiveness Opportunism.
Efficiency Teamwork
Fairness.
14. UNHEALTHY ORGANIZATIONAL
CULTURE
Success can lead to
unhealthy, unresponsive organizational
cultures if the pressure causes
management to focus on building the
internal bureaucracy rather than on serving
the customer.
15. 1. PUBLISH A CORE VALUES
STATEMENT
2. EXERCISE LEADERSHIP
3. USE MANAGEMENT PRACTICES
4. USING SIGNS, SYMBOLS, STORIES,
RITES, AND CEREMONIES
16. • Signs and symbols are used throughout
strong-culture firms to create and sustain
the company’s culture.
• Stories illustrating important company
values are also widely used to reinforce
the firm’s culture.
• Rites and ceremonials can also
symbolize the firm’s values and help
convert employees to them.
Using signs and symbols, stories and rites and
ceremonials
17. INFLUENCING INDIVIDUAL
BEHAVIOR AND MOTIVATION
Personality the characteristic and
distinctive traits of an individual and the
way the traits interact to help or hinder the
adjustment of the person to other people
and situations.
19. Perceptions is the unique way each person
sees and interprets things.
Attitude is a predisposition to respond
to objects, people, or events in either a
positive or a negative way
Motivation can be defined as the intensity
of the person’s desire to engage in some
activity
20. Communication is the very essence of
managing.
elements in the communication process
– encoder/sender
– Communication channel
– Noise
– decoder/receiver
– feedback.
22. Upward communication can be
encouraged through techniques like social
gatherings, union publications, scheduled
meetings, and formal suggestion systems.
Downward communication is encouraged
through usual channels as well as
techniques like closed-circuit televisions
and top managers “walking around.”
Organizational communication
24. DIFFERENCES OF GROUPS AND TEAMS
Group is defined as two or more persons
who are interacting with one another in such a
manner that each person influences and is
influenced by each other person.
Team is always distinguished by the fact that
its members are “committed to a common
purpose, set of performance goals, and
approach for which they hold themselves
mutually accountable.
25. • Group norms are important
because they’re the rules that groups
use to control their members.
• Group cohesiveness determines
the attraction of the group for its
members.
26. • Suggestion teams
• Problem-solving teams
• Semi-autonomous teams
• Self-managing teams
27. • PUT YOUR TEAM MEMBERS FIRST
• TEAM MEMBERS CAN BE TRUSTED TO DO THEIR
BEST.
• HELP TEAM MEMBERS TO SELF-ACTUALIZE.
• DEVELOP YOUR TEAM MEMBERS’ CAPABILITIES
• BELIEVE THAT TEAMWORK IS IMPORTANT
• DELEGATE
• BARRIERS TO SUCCESS SHOULD BE ELIMINATED
28. ORGANIZATIONAL CHANGE
Organizational change usually is speaking
to the change of the culture, or even roles
within an organization. This sometimes
can also refer to restructuring as a result of
bankruptcy.
29. • STRATEGIC CHANGE
• CULTURAL CHANGE
• STRUCTURAL (ORGANIZATIONAL)
CHANGE
• TASK REDESIGN
• TECHNOLOGICAL CHANGE
• CHANGES IN PEOPLE: ATTITUDES AND
SKILLS
30. • HABIT
• RESOURCE LIMITATIONS
• THREATS TO POWER AND
INFLUENCE
• FEAR OF THE UNKNOWN
• CHANGES IN “PERSONAL COMPACT
31. • CHARISMATIC LEADERSHIP
is itself composed of three behaviors:
envisioning, energizing, and enabling.
• INSTRUMENTAL LEADERSHIP
the managerial aspect of change
leadership that puts the instruments in
place through which the employees can
accomplish their new tasks
32. • MISSIONARY LEADERSHIP
They must then depend on this new
coalition to be the missionaries who
spread the top manager’s vision.
34. • Organizational development (OD) is a
special approach to organizational
change in which the employees
themselves formulate the change that’s
required and implement it, often with the
assistance of a trained consultant
