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Chapter 12The Manager as Leader

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Lesson 12.1 The Importance of Leadership

Goals Recognize the importance of leadership and

human relations. Identify important leadership characteristics

and types of power. Describe four types of power available to

leaders.

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What Is Leadership?

Leadershipability to influence individuals and groups to cooperatively achieve

organizational goalsLeadermanager who earns the respect and cooperation of employees to

effectively accomplish the work of the organizationHuman Relationshow well people get along with each other when working together A successful team will need both an effective leader and

cooperative and supportive team members.Traits that make a good leader are also needed by members of

the team.

Managers as leaders

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Managers must be able to plan, organize, implement and control work. A manager must understand the work to be done and the business in which

they work. (ie. How things are organized) The most important job of a manager is to create an environment that

encourages employees to do their best work to make the business successful. Leadership has been shown to be directly related to the success of an

organization. A good manager helps employees get work done correctly and willingly. A good manager creates an environment in which employees enjoy their work

and want to do a good job. A poor leader may be able to get employees to perform, but the work may be

done poorly and inefficiently.– Employees may interfere with success rather than contributing to it.

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Basic Leadership Traits

Intelligence Judgment Objectivity Initiative Dependability Cooperation

Honesty Courage Confidence Stability Understanding See page 298.

Not every manager is an effective leader…. but leadership skills can be developed. Leadership training often emphasizes leadership and effective human relations.

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Management PowerPower is the ability control behavior.

POSITION POWERPOSITION POWER comes from manager’s

position in theorganization

REWARD POWERREWARD POWERbased on the ability

to controlrewards and punishments

EXPERT POWEREXPERT POWER given to people because of

their superior knowledgeabout the work

IDENTITY POWERIDENTITY POWER given to people because others identify with and

want to be accepted by them

Management Power and Effective Leadership.

Position and Reward Power come from the position in the company, not granted from the employees. This position of power, you may be able to get the employees to work, but it may not be willingly or well.

Expert and Identity Power come from employees, not position in the company. Employees grant this kind of power to managers they consider worthy of it.

Expert and Identity Power are related to effective leadership characteristics.

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Lesson 12.2 Developing Leadership Skills

Goals Discuss why businesses value leadership

skills of managers and employees. Identify and define five important human

relations skills.

Leadership in Business

People are not necessarily born leaders. Through training and personal development,

individuals can improve leadership skills. People in the organization who are not

managers need to have leadership skills.– Employees often serve as group leaders

Companies look to hire employees with leadership training or who have placed themselves in leadership opportunities. 9

Safeway Classes Offered (mandated) to Employees

Classes offered to improve human relations, leadership ability and management expertise.

Diversity (race, religions, gender, sexual orientation, etc.)

Achieving Management Excellence (AME) People in Charge (PIC) Providing World Class Service (WCS)

Chapter 12 The Manager as Leader10

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Human Relations Skills

Self-understanding– Awareness of your attitudes and opinions, leadership style,

decision-making style and relationships with others. Understanding others

– A manager cannot treat everyone the same.– Managers need to know the best way to work with each

employee. Communication

– A manager must know what needs to be communicated.– A manager must not communicate too much or too little.– A manager must have skill in using official communications

channels.– A manager must understand informal channels.– A manager must be skilled in written and oral communication.

Human Relation Skills Cont’d

Team building– Employees need to feel they are part of team.– Get employees to believe in the goals of the

company and work well together to accomplish them.

– Teams take responsibility for work and pride in the results.

Developing job satisfaction– Placing people in places where they can find

success.12

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Lesson 12.3 Leadership Styles

Goals Describe three views of employees that

affect the amount of management supervision.

Differentiate among three leadership styles.

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Management Views of Employees

Close management — – employees must be closely managed to perform

well

Limited management — – employees enjoy their work and do not need close

supervision and control

Flexible management — – managers’ flexible views of employees allow

flexibility in their treatment

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Leadership Styles

Autocratic leader — – gives direct, precise orders and detailed instructions;

seldom consults with employees Democratic leader —

– encourages workers to share in decision making Open leader —

– gives little or no direction Situational leader —

– matches actions and decisions to the circumstances

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Lesson 12.4 Dealing with Employee Problems

Goals Recognize when and how to deal with the

personal problems of employees. Discuss why work rules are needed in

organizations. Describe how managers should respond to

employee rules violations.

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Dealing with Employee Problems

Handling difficult personal problems Applying work rules (regulations created to

maintain an effective working environment in a business)

Responding to rules violations

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Steps in Problem Solving

1. Identify the problem.

2. List possible solutions.

3. Analyze the solutions.

4. Select the best solution.