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Management Leadership Module

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Management Leadership Module

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    1. Management Leadership Module Ruzanna Hayrapetyan ERICTA Yerevan, 2006

    2. Management Leadership Module 2

    3. Management Leadership Module 3 1 Week

    4. Management Leadership Module 4 What is Leadership? “Not the cry but the flight of the wild duck leads the flock to fly and to follow”. (Chinese proverb quoted by John Adair, 1989)

    5. Management Leadership Module 5 Leadership is the process of motivation other people to act in particular ways in order to achieve specific goals. Leadership is a willingness to accept responsibility, an ability to develop three major skills (elicit the cooperation of others, listen well, place the needs of others above your own needs) that can be acquired through practice.

    6. Management Leadership Module 6 What is Leadership? “Every French soldier carries a marshal’s baton in his knapsack”. Napoleon Bonaparte: He believed that under the right circumstances soldier in the army had the potential to be a general and lead the army in his absence. Whether you hold that belief or not, the plain fact is that “natural” leaders don’t just happen, nor does anyone have a divine right to lead or rule.

    7. Management Leadership Module 7 You don’t have to be smarter than the next person, just more motivated to get your ideas put into practice Leadership is a set of skills and traits that can be learned and worked on, yet the general perception is that good leaders are scare because: leaders come in guises leaders may rise only in response to a situation leaders may be unwanted until needed leaders may be mistaken for managers

    8. Management Leadership Module 8 Leadership vs. Management Lead people. Leaders do the right things. Leadership sets the style and tone for achieving a vision and motivates people to sacrifice for the attainment of the vision. Leader is responsible for vision and how it relates to each person. You manage things. Managers do things right. Management is the tactical process of executing and achieving the mission. Management’s concern lie with the details and the day to day grind without which a vision can't become a reality. Manager has to be willingly responsible for the details of the mission.

    9. Management Leadership Module 9 Leadership vs. Management Leadership can been seen as performing the influencing function of management, largely involved in goals setting and motivating people to achieve them. Leaders decide ‘where we are going’ and influence people to take that particular direction, rather than describe ‘how we are going to get there’. Inspired leaders are not necessarily good organizers and excellent managers. The most effective managers are also leaders, and the quality of leadership has become and increasingly important part of management ability.

    10. Management Leadership Module 10 Leadership Types All leadership is temporary-the transient nature of leadership is because the situation may come to an end or times and circumstances change: Situational Leadership Transitional Leadership Hierarchical Leadership

    11. Management Leadership Module 11 Situational Leadership The right person in the right place at the right moment. Recognize the time and circumstances. Willingness and ability to assume the responsibility, listen and to take the responsibility to help the group achieve its goal. It often involves: no cost decision, solomonic decision, moral decision, meditative decision, community decisions, philanthropic decisions, institutional decisions, community decisions, princely decisions. Bring example form your own experience

    12. Management Leadership Module 12 Transitional Leadership The right time but wrong circumstances. It may occur when: leadership requires at a certain moment, but the person who is the leader may not be capable of delivering the leadership. Transitional leaders may: be missing all the right stuff, be fearing the risk. Bring example form your own experience

    13. Management Leadership Module 13 Hierarchical Leadership The right circumstances but wrong time. Assumes a leadership role because it is “their turn”, whether they want the role or not. Bring example form your own experience

    14. Management Leadership Module 14 2 Week

    15. Management Leadership Module 15 Leadership Traits theories How should leader look like?

    16. Management Leadership Module 16 Theories of Leadership Behavioral Contingency Situational Path-Goal Participatory Charismatic and transformational leadership

    17. Management Leadership Module 17 Behavioral Approach to Leadership Concern for People employee-oriented (e.g. service: hospitals, restaurants) Concern for Production task-oriented (e.g. manufacturing)

    18. Management Leadership Module 18 Management Grid Managers can decide how close to any of these grids is their form of leadership Country Club High concern for people and low concern for production. Leadership Activity is to secure the voluntary co-operation of group members to obtain high level of productivity. Too easy going managers and unable decision makers. Authoritarian High concern for production and low concern for people. Alienated managers, to keep themselves out of trouble. Impoverished – “laissez-faire” Low concern for production and for people. Doesn't provide positive leadership sense.

    19. Management Leadership Module 19 Management Grid Managers can decide how close to any of these grids is their form of leadership Middle-of-the-road Moderate amount for production and people. Compromise style, support the Status quo, they are not dynamic leaders and may have difficulties for innovation and change. Team High concern for production and people. The most effective leadership.

    20. Management Leadership Module 20

    21. Management Leadership Module 21 Contingency Approach to Leadership There are 3 main “forces” on managers in deciding a leadership style Personal Forces managers’ own background, experience, confidence and leadership inclinations (e.g. ) Characteristics of subordinates managers’ need to consider the subordinates willingness and unwillingness for responsibility and decision taking acceptance. (e.g. ) Situation managers’ need to recognize the situation where they find themselves in terms of corporate culture and colleges’ style of work (e.g. ).

    22. Management Leadership Module 22

    23. Management Leadership Module 23 Situational Approach to Leadership Leader-member relations Task Structure Leaders’ position power

    24. Management Leadership Module 24 Situational determinants of effective leadership

    25. Management Leadership Module 25 Situational Approach to Leadership Managers need to vary their leadership style with each phase

    26. Management Leadership Module 26 Path-Goal approach of Leadership Manager identifies the ‘goals’ and rewards the ‘paths’ to be take, to reach them Identifies and communicates to subordinates the path they follow in order to achieve personal and organizational objectives. Helps subordinates along the chosen path. Helps to remove obstacles on the path that might prevent the achievement of these objectives.

    27. Management Leadership Module 27 Participatory approach of Leadership There are 5 leadership styles according to Vroom and Yetton in decision-making process: Autocratic I (AI)-managers solve the problem or make the decisions themselves, using the available information. Autocratic II (AII)-managers obtain information from subordinates before making the decisions themselves. Consultative I (CI)-managers share the problem with the relevant subordinates individually and obtain their ideas and information and then make the decisions themselves. Consultative II (CII)-managers share the problem with the relevant subordinates as a group and obtain their ideas and information and then make the decisions themselves. Group Participation (G)-managers share the problem with subordinates as a group and together analyze the problem and consider the alternative solutions.

    28. Management Leadership Module 28 Charismatic leaders are able through their personal vision and energy inspire follower and have major impact on an organization. Anticipatory skills Vision skills Value skills Empowerment skills Self-understanding skills “More leaders have been made by accidental circumstances, sheer grit, or will, than have been made by all the leadership courses together”.

    29. Management Leadership Module 29 Group Work Divide into 2 groups Each group reads the Exhibits: 1 group – Jim Jones, p. 55 2 group – Leadership, p. 56 Each group presents the exhibits to another group by defining the leadership approaches/theories described in the passages.

    30. Management Leadership Module 30 Theories X and Y Modern Theory Y Participation Co-operation Work Communication is natural Creativity Traditional Theory X Control Direction Work Orders is a Security necessity

    31. Management Leadership Module 31 The Power of Leaders Coercive Power – the main consideration in a general discussion on the object, fear of leader, punishment, threats-autocratic leadership Expert Power – expertise, knowledgeable, recognition Legitimate Power – hierarchy of the organization, the more senior the manager is, the more power has. Referent Power - charismatic Reward Power – ability to provide rewards for the followers, as pay, promotion and recognition. Connection Power – relationship with influential partners (inside & outside). Information Power – access to valuable information.

    32. Management Leadership Module 32 Leadership Styles Coercive – Do what I tell you Affiliative – People come first Pacesetting – Do as I do, now Authoritative – Come with me Democratic – What do you think? Coaching – Try this

    33. Management Leadership Module 33 Individual Work Taking into consideration each student thins 3 minutes about his own leadership style. Everybody shares about its type. Discussion

    34. Management Leadership Module 34 Summary Theories/Approaches Styles

    35. Management Leadership Module 35 Individual Work Taking into consideration each student thins 3 minutes about his own leadership style. Everybody shares about its type. Discussion

    36. Management Leadership Module 36 3 Week

    37. Management Leadership Module 37 Group Presentations (12 min each Group) Topic: Leadership and Organizational Culture

    38. Management Leadership Module 38 Evaluation Criteria – 35 total Way of Presentation – 10 points (voice, eye contact, command) Message Delivery – 15 points (how clear was the message delivered to the auditorium, key points were presented, ability to answer the questions) Team Work –10 points (how the team work was seen through the presentation, support of the team members during the presentation)

    39. Management Leadership Module 39 Leadership: Stephen Covey “Effective leadership is putting first things first”. “Effective management is discipline, carrying it out”.

    40. Management Leadership Module 40 7 Habits of Highly Effective People Habit 1 “Be Proactive” Proactive vs. Reactive Habit 2 “Begin with the End in Mind” See the destination Management is efficiency in climbing the ladder of success. Leadership determines whether the ladder leaning the right wall.

    41. Management Leadership Module 41 7 Habits of Highly Effective People Habit 3 “Put First Things First” Time Matrix Habit 4 “Think Win/Win” Win/Win character, relationship, agreements, systems, process Win/Lose Lose/Win Lose/Lose Win Win Win or No Deal

    42. Management Leadership Module 42 7 Habits of Highly Effective People Habit 5 “Seek First to Understand, then to be Understood” “Emotional Bank Account” Most do not listen with the intent to understand, they listen with the intent to reply. Habit 6 “Synergize” If you plant 2 plants close together, the roots commingle and improve the quality of the soil so that both plants will grow better if they were separate.

    43. Management Leadership Module 43 7 Habits of Highly Effective People Habit 7 “Sharpen the Sow” Physical – exercise, stress management, nutrition Mental – reading, planning, writing Emotional/Social – service, empathy, synergy Spiritual - commitment, study, meditation

    44. Management Leadership Module 44 - Would you tell me, please, which way I ought to go from here?' - `That depends a good deal on where you want to get to,' said the Cat. - `I don't much care where--' said Alice. `Then it doesn't matter which way you go,' said the Cat. Alice's Adventures in Wonderland

    45. Management Leadership Module 45 …To speak of an ethnic group in total isolation is as absurd as to speak of the sound of one hand clapping…

    46. Management Leadership Module 46 Leadership in Ethnic Diversity Management Individual work: each student do the exercise sheet. Place X in the column that represents your answer. Place O into the column that represents the opinion of leadership.

    47. Management Leadership Module 47

    48. Management Leadership Module 48 Exercise Think one case in your life that your were the minority in the society.

    49. Management Leadership Module 49 What comes to your mind when you see this? What does it means for management and leadership to work in diverse social context? What could we see in our example?

    50. Management Leadership Module 50 Problem Analysis Group Work Divide into 2 groups: Leaders and Managers Read the case Priorities the problems Group presentations (10 min each)

    51. Management Leadership Module 51 4 Week

    52. Management Leadership Module 52 Is Leadership Necessary? 1st task of the Leaders: to be the trumpet that sounds a clear sound. 2nd task of the Leaders: to accept the leadership as responsibility rather than rank or privilege. 3rd task of the Leaders: to earn trust.

    53. Management Leadership Module 53 What do the effective leaders do?

    54. Management Leadership Module 54 Leadership vs. Management “Managers are people who do things right and Leaders are people who do the right things”

    55. Management Leadership Module 55 Conclusion Management is largely concerned with leadership, because managers need to establish a sense of direction and to motivate people to move in that direction. Understanding of leadership theories provides the basis for analyzing leadership and management styles. It is also a factor in the process of making decisions. Charismatic leadership helps to illustrate the power of leaders. Discussion of the need for leadership highlights the management tasks and objectives.

    56. Management Leadership Module 56 Case Study The Qualities of Leadership

    57. Management Leadership Module 57 Review The objectives of this module: Describe leadership and identify the relationship between leadership and management. Analyze different theories of leadership as they apply to management. Examine styles of leadership and their impact on organizations. Consider the question of leadership power and control. Leadership from the ethnic diversity management point.

    58. Many Thanks for Attention and Patient Participation

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