Studied by 4 people
Directing
ways and means
encourage all personnel
accomplish all assignments
goals in the most efficient manner
direction must be written, comprehensive, current, clearly stated and reinforced by discussion and example
Supervising
overseeing the work of subordinates by their superiors
act of watching & directing work & workers
entails responsibility in assuming that policies and procedures are followed
Directing: motivation, communication, supervision, training, & leadership
Supervising: only one of the elements of direction
Elements
Directing: generally at top level
Supervising: restricted to the lower level management
Direction
Directing: intermediate link between the workers and management
Supervising: deal, guide and lead workers directly under his commands
Relation
Directing: polices and takes important decision
Supervising: implementation
Application of Direction
Directing: Financial & non financial
Supervising: cannot provide incentives but it can only recommend rewards in special case
Incentives
Directing: medium and lower level executives
Supervising: employee under his commands
Efforts
Level 1 - INDIVIDUAL
Contributes talent, skills, knowledge
Level 2 - TEAM MEMBER
Contributed individually, works well in groups
everyone should contribute, not just the leader
Level 3 - MANAGER
Manages team members and assets to reach set objectives
must be competent
objectives must be reached
Level 4 - LEADER
Stimulates high standards; champions dedication to vision
must be a visionary
think before you act or implement
Level 5 - EXECUTIVE
Builds excellence through dedication and humility
don't settle for anything less
Servant Leadership
transcends self-interest to serve others, the organization, and society
fulfillment of their subordinates’ goals and needs
realization of the larger purpose or mission of their organization
give things away—power, ideas, information, recognition, credit for accomplishments, even money
Authentic Leadership
individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity
inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders
Authentic
means being real, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do
Interactive Leadership
leader favors a consensual and collaborative process
characterized by values such as inclusion, collaboration, relationship building, and caring
relationships
influence derives from ___ rather than position power and formal authority
Charismatic Leadership
ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice
Followers are willing to put aside their own interests for the sake of the team, department, or organization
less predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard
Charisma
referred to as “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty”
Transformational Leadership
similar to charismatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors
inspire followers not just to believe in the leader personally, but to believe in their own potential to imagine and create a better future for the organization
ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies
do not rely solely on tangible rules and incentives to control specific transactions with followers
focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common ground to enlist followers in the change process
Transactional Leadership
clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their subordinates
ability to satisfy subordinates may improve productivity
Excel at management functions; hardworking, tolerant, and fair-minded
Often stress the impersonal aspects of performance
plans, schedules, and budgets
sense of commitment to the organization and conform to organizational norms and values
Autocratic Style
centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation
can decrease motivation and increase staff turnover
One person authority, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business
Strength
subordinates may become dependent upon the leaders and supervision may be needed
Weakness
Democratic Style
involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees
employees have independence and are given the liberty to decide
job satisfaction and quality of work will improve
useful when complex decisions need to be made that require a range of specialist skills
Strength
decision-making process is severely slowed down, and the need for a consensus may avoid taking the 'best' decision for the business
Weakness
Laissez-Faire (Free Reign)
delegates much authority to employees
role is peripheral and staff manage their own areas of the business
leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image
brings out the best in highly professional and creative groups of employees
Strength
leader therefore evades the duties of management and uncoordinated delegation occurs
Weakness
Personal Characteristics
Energy
Physical stamina
Personality
Self-confidence
Healthy and integrity
Optimism
Desire to lead
Independence
Well-related Characteristics
Achievement drive, desire to excel
Conscientiousness in pursuit of goals
Persistence against obstacles, tenacity
Intelligence & Ability
Intelligence, cognitive ability
Knowledge
Judgment, decisiveness
Social Characteristics
Sociability, interpersonal skills
Cooperativeness
ability to enlist cooperation
Tact, diplomacy
Social Background
Education
Mobility
Managerial Grid Model
self-assessment tool by which individuals and organizations can help identify a manager's or leader's style
y Robert R. Blake and Jane S. Mouton
Country Club Management (1,9)
high concern for people, low concern for production
thoughtful attention to needs of people for satisfying relationships leads to comfortable, friendly organization atmosphere and work tempo
Team Management (9,9)
high concern for people, high concern for production
work accomplishment is from committed people
interdependence through a “common stake” in organization purpose leads to relationships of trust and respect
Middle-of-the-Road Management (5,5)
medium concern for people, medium concern for production
adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level
Impoverished Management (1,1)
low concern for people, low concern for production
exertion of minimum effort to get required work done is appropriate to sustain organization membership
Authority Compliance (9,1)
low concern for people, high concern for production
efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
Concern for People
Leaders are concern for the feelings, needs, personal interest, problems, and well-being of followers
Concern for Production
Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards
Leader Qualities
Focus on people
Visionary
Promotes change
Defines purpose
Nurture
Innovates
Personal power
Manager Qualities
Focus on organization
Rational
Maintains stability
Assign tasks
Organizes
Analyzes
Positional power
Participating Style for High Readiness Followers
Leader: encourages participation, supports, consults with, and develops followers’ skills and confidence
Follower: Use this style when followers have high readiness but lack confidence and need personal support.
Selling Style for Moderate Readiness Followers
Leader: provides both task instruction and personal support, clarifies tasks, and explains decisions as needed.
Follower: Use this style when followers have moderate readiness because of confidence to proceed but lack ability
Delegating Style for Very High Readiness Followers
Leader: turns over complete responsibility, with little focus on either tasks or people's needs
Follower: Use this style when followers have very high readiness because of ability and confidence to perform tasks themselves.
Telling Style for Low Readiness Followers
Leader: provides detailed goals and instructions, closely monitors operations and performances.
Follower: Use this style when followers have l__ow readiness, low ability, and lack confidence__
Organizational Context
Have a good working environment
Have a good workplace culture
Know how to strategize
Recognize staff output by giving rewards
Team Type
Formal
Self-Managed
Virtual Global
Team Characteristics
Size
Diversity
Roles
Team Composition
Knowledge & skills
Benefits & costs
Virtual Team Leadership Model
a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies
can be local, national, or global, with members coming from one firm or many
Forming
Orientation, breaking the ice
period of orientation and getting acquainted
test one another for friendship possibilities and task orientation
uncertainty is high during this stage, and members usually accept whatever power or authority is offered by either formal or informal leaders
Storming
Conflict, disagreement
individual personalities emerge
people become more assertive in clarifying their roles and what is expected of them
members may jockey for position, and coalitions or subgroups based on common interests may form
Norming
Establishment of order and cohesion
conflict is resolved and team harmony and unity emerge
consensus develops on who has the power, who the leaders are, and what the various members’ roles are
members come to accept and understand one another
team leader should emphasize unity within the team and help to clarify team norms and values
Performing
Cooperation, problem solving
members are committed to the team’s mission
coordinated with one another and handle disagreements in a mature way
confront and resolve problems in the interest of task accomplishment
interact frequently and direct their discussions and influence toward achieving team goals
Adjourning
Task completion
committees and teams that have a limited task to perform and are disbanded afterward
emphasis is on wrapping up and gearing down
members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding
Dominating Style (My Way)
Reflects assertiveness to get one’s own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements
Compromising Style (Half Way)
moderate amount of both assertiveness and cooperativeness
when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure
Accommodating Style (Your Way)
Reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important
Collaborating Style (Our Way)
high degree of both assertiveness and cooperativeness
enables both parties to win, although it may require substantial bargaining and negotiation
both sets of concerns are too important to be compromised
Avoiding Style (No Way)
neither assertiveness nor cooperativeness
issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly.
Note 
Flashcard (33)