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Human Relations

Human Relations. Leadership. Leadership. “The process of influencing the activities of individuals or groups so that they follow and willingly do what the leader wants them to do.” Leadership is a “people” activity, based on concepts like empathy, trust, mutual respect, and courage.

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Human Relations

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  1. Human Relations Leadership

  2. Leadership • “The process of influencing the activities of individuals or groups so that they follow and willingly do what the leader wants them to do.” • Leadership is a “people” activity, based on concepts like empathy, trust, mutual respect, and courage. • Leadership involves understanding followers motives and providing conditions to meet these needs while attaining company goals.

  3. MANAGER LEADER SOUL Visionary Passionate Creative Flexible Inspiring Innovative Imaginative MIND Rational Persistent Tough-minded Structured Deliberate Authoritative Stabilizing Leadership compared to Management • Management = accepting; “doing the right things” Leadership = innovating; “doing things right”

  4. Human Relations • MAJOR LEADERSHIP THEORIES • Great Man Theory • Trait theories • Behavioral theories • McGregor’s Theory X-Y • Blake and Mouton’s Managerial Grid®

  5. Human Relations “Great Man” theory – born to lead

  6. Personal Traitsof Leaders Personality Alertness Originality, creativity Personal integrity Self-confidence Physical characteristics Activity Energy Social characteristics Ability to enlist cooperation Popularity, prestige Sociability, interpersonal skills Social participation Tact, diplomacy Intelligence and ability Judgment, decisiveness Knowledge Fluency of speech Social background Mobility Work-related characteristics Achievement drive Drive for responsibility Responsibility in pursuit of goals Task orientation

  7. Human Relations Theory X • People are lazy • Unambitious • Dislike work • Will avoid work • Need to be bossed • Will avoid responsibility Theory Y • People will work as naturally as play • Will direct themselves • Want responsibility • Will solve problems • Want to do well

  8. 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. 1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a com- fortable, friendly organization atmosphere and work tempo. High Middle-of-the-Road Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Concern for People Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. 1,1 Low Low Concern for Production High The Leadership Grid

  9. Situational Approach Human Relations • Describes the relationship between leadership styles and specific organizational situations. • Relationship-oriented leader is concerned with people. • Task-oriented leader is primarily motivated by task accomplishment.

  10. The Situational Theory of Leadership

  11. Leadership Styles Autocratic Democratic Free Rein

  12. Human Relations Application 1 - Do We Want to Follow the Leader?

  13. Human Relations SKILLS REQUIRED OF LEADERS • Technical – Specific to the task • Conceptual – Big Picture • Human relations – Effectively deal with people • How to acquire these skills – Training and experience

  14. Human Relations HOW SHOULD YOU FOLLOW? • Matching or follower personality and leadership style • How followers can contribute to the success of projects

  15. Human Relations ELEMENTS OF EFFECTIVE LEADERSHIP • Abilities – PODSCORB (planning, organizing, directing, staffing, coordinating, reporting, and budgeting) • Characteristics – communicator, decision maker, risk taker, motivator, and delegator (most difficult). • Attitudes and behaviors – positive, dedicated, open-minded, enthusiastic, ethical, considerate, and fair.

  16. Human Relations FUTURE OF LEADERSHIP THEORY • Transactional leadership – what do followers need? • Transformational leadership – raise the followers need levels. • New leadership skills – anticipatory, visioning, value-congruence, empowerment, self-understanding.

  17. Human Relations Power

  18. Human Relations What is Power? Power is measured by the degree to which others are prepared to be influenced by us because of factors other than our leadership skills.

  19. Human Relations Why do we study Power? “Professional excellence requires the knack of knowing how to make power dynamics work for us, instead of against us.” - John Kotter

  20. Human Relations Positive Power Provides us with abilities to: • Influence • Lead • Control • Exert Authority • Give Direction

  21. Human Relations Sources of Power • Reward Power: stems from the authority to bestow rewards on other people. • Coercive Power: the authority to punish or recommend punishment. • Legitimate Power: power coming from a formal management position. • Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers. • Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader. • Derivative Power: close association with a powerful person. • Passive Power: acting or appearing helpless.

  22. Can sources of power be combined? • Reward and Coercive Power • Expert and Organizational Power • Referent and Legitimate Power • Legitimate, Reward, and Coercive Power The more sources of power you can utilize, the more powerful you are.

  23. Human Relations WHAT IS YOUR POWER PERSONALITY? • Power shy • Power positive • Power compulsive

  24. Human Relations WHAT IS YOUR POWER PERSONALITY? • Take the test on pages 329 - 330

  25. Human Relations HOW DO YOU DEVELOP POWER? • Power Positioning • Power Politics • Power symbols

  26. Human Relations • EMPOWERMENT OF OTHERS. • PITFALLS TO AVOID.

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