Effective leadership and team building [compatibility mode]


Published on

The leaders role in Team Building

Published in: Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Effective leadership and team building [compatibility mode]

  1. 1. The MAANZ MXpress Program Effective Leadership and Team Building Dr Brian Monger Copyright March 2013. This Power Point program and the associated documents remain the intellectual property and the copyright of the author and of The Marketing Association of Australia and New Zealand Inc. These notes may be used only for personal study and not in any education or training program. Persons and/orcorporations wishing to use these notes for any other purpose should contact MAANZ for written permission. MAANZ International 1
  2. 2. MAANZ International• MAANZ International, is a Not for Profit, internet based professional and educational institute which has operated for over 25 years. • MAANZ International offers Professional Memberships; • Marketing Courses (Formal and Short) • And Marketing Publications • www.marketing.org.au MAANZ International 2
  3. 3. Dr. Brian Monger• Brian Monger is the CEO of MAANZ International and a Professional marketer and consultant with over 40 years experience. MAANZ International 3
  4. 4. Leadership "A leader is one who accomplishes challenging objectives by securing the voluntary co-operation of his subordinates and peers without having to rely in a major way on rewards or penalties." - Joe Batten."The best executive is the one who has sense enough to pick good people to do what he wants done, and enough self restraint to keep from meddling with them while they are doing it". - Theodore Roosevelt. MAANZ International 4
  5. 5. LeadershipPeople are our only management asset capable of increasing in value. Desks and filing cabinets will not be worth more next year."A leader is best when he is neither seen nor heard, not so good when he is adored or glorified, worst when he is hated and despised. But a good leader when his work is done, his aim fulfilled, the people will say, We did this ourselves." - Lao-tzu. MAANZ International 5
  6. 6. Leadership Leaders are individuals who create visions for people to believe in.They inspire trust and loyalty and understand how to direct the talents of others to achieve desired objectives. MAANZ International 6
  7. 7. LeadershipLeadership is defined as an ability to influence, inspire, and direct the actions of a person or group toward attaining desired objectives.Leaders are able to inspire trust and loyalty, and they understand how to direct the talents of others toward achieving an important goal. MAANZ International 7
  8. 8. Skills Leaders differ in their backgrounds, viewpoints, and physical characteristics. Studies have shown, however, that there are five skills that the best leaders develop during their careers.Empowerment refers to a leaders ability to share power with his or her followers by involving them in setting objectives and planning. Thisrequires spending time with your employee, but particularly with your toppeople. Although they may be very successful, their need to feel involved and influential is even greater than for most employee. MAANZ International 8
  9. 9. Skills Intuition refers to the ability to anticipate change and take risks. The marketplace for most products is changing rapidly in todays business environment and the ability to react quickly is critical.Self-understanding implies a willingness to receive both positive and negative feedback from other people, including subordinates.Vision is future oriented and therefore includes the idea of change. Managers must develop and sell to their subordinates a vision of how performance objectives can be achieved. Value congruence allows a leader to delegate to others the authority to run their own operations. MAANZ International 9
  10. 10. Successful Leadership A leader is likely to be successful if: * He knows exactly what his objectives are and respects the fact that there are limits on what he can achieve and on what he can expect others to achieve.* She plans in advance individual and group work and responsibilities, but is flexible enough to realise that during implementation plans may need to be changed to accommodate individual and group needs.* He succeeds in establishing good relationships with his group through being empathic, while being able to maintain the respect of the group. MAANZ International 10
  11. 11. Successful Leadership A leader is likely to be successful if: * He knows exactly what his objectives are and respects the fact that there are limits on what he can achieve and on what he can expect others to achieve.* She plans in advance individual and group work and responsibilities, but is flexible enough to realise that during implementation plans may need to be changed to accommodate individual and group needs.* He succeeds in establishing good relationships with his group through being empathic, while being able to maintain the respect of the group. * MAANZ International 11
  12. 12. Successful LeadershipShe avoids posing as a teacher or prophet, but maintains control of the groups activities. * He needs to be able to instil a feeling of self-worth in individuals. * She allows ideas and views to come from the group rather than imposing her own views. * He does not impose his leadership on the group. The successful leader should not have to assert his position, by trying to appear more knowledgeable and skilful than others. The successful leader will gain the respect of the group because he is skilful, knowledgeable and diplomatic in the way in which he carries out his role. MAANZ International 12
  13. 13. CommunicationThe leader needs skill in communicating ideas, requesting information and making commands. Because of his position, a leader can become a self appointed censor blocking the flow of information.He may not invite employees to contribute ideas because of jealousy or insecurity. If the leader provides information without a complete understanding of the issue, further misinterpretation and misunderstanding by others is inevitable. MAANZ International 13
  14. 14. Leadership Styles • A leader’s duties include motivating and encouraging staff.• If you are attempting to influence the behaviour of others, then you need to think about your leadership style. MAANZ International 14
  15. 15. Leadership Styles• Leadership style is the pattern of behaviours that others perceive you to use when trying to influence their behaviour.• While your perceptions of your own behaviour are important and interesting, these perceptions are not very useful unless they match the perceptions of others. MAANZ International 15
  16. 16. Leadership Styles• Every leader has an instinctive leadership style that is a behaviour pattern they use more or less consistently when dealing with staff. We know that managers differ in their style, so the question is raised, What is an effective managerial style? or, Is my style effective in a particular situation?• The word effective in these questions refers not to mere compliance, but compliance with a positive and enthusiastic attitude. Employee may outwardly react properly, but if their attitude is negative or noncommittal their chances of succeeding are greatly reduced. MAANZ International 16
  17. 17. Leadership Styles• A managers instinctive leadership style may not be the best style for a particular situation, even though this style will be the most comfortable for the manager.• Fortunately, good managers are able to modify their instinctive behaviours for the most effective leadership styles, if the concepts involved are understood and the appropriate style is identified. MAANZ International 17
  18. 18. The Four Leadership Style ModelFour leadership styles are shown in Figure 1 and are referred to as directing, coaching, supporting, and delegating.Each style results from a combination of high or low supportive and directive behaviour. MAANZ International 18
  19. 19. High Supporting CoachingSupportive Behaviour Delegating Directing Low High Directive Behaviour MAANZ International 19
  20. 20. The Four Leadership Style Model• A directive style (low supportive/high directive) is one in which a manager tells a staff member what, when, how, and where to do various tasks. Problem solving and decision making are initiated solely by the manager. Communication is largely one way For example, the leader may establish a call frequency pattern for all the customers in a staff members territory based on past sales to each customer. No deviations from the pattern are permitted. MAANZ International 20
  21. 21. The Four Leadership Style Model• With a coaching style (high supportive/high directive), leaders still provide a great deal of direction and lead with their own ideas, but the employees ideas are solicited, as are their feelings about decisions. In this case, a leader may ask the employee for a reaction to the call frequency schedule and will consider exceptions to the general policies that the employee feels are justified. MAANZ International 21
  22. 22. The Four Leadership Style Model• A supportive style (high supportive/low directive) calls for a shifting of the day-today decision making and problem solving from the leader to the staff member. The managers role is to provide recognition and to listen actively and facilitate problem solving and decision making by the staff member. MAANZ International 22
  23. 23. The Four Leadership Style Model• With a supportive leadership style, management would decide that a particular schedule is required but would allow the employee to devise their own way to do it. The leader may provide past report information and suggest any changes in the schedule that are felt to be necessary. MAANZ International 23
  24. 24. The Four Leadership Style Model • Finally, a delegating style (low supportive/low directive) is one in which the leader discusses theproblems with the employee until a joint agreement is reached on the problem definition. Following this discussion, the decision making process is delegatedtotally to the employee to decide how a problem is to be handled. In this case, the primary focus of the leader and staff member interaction is to arrive at anagreement as to what is causing a particular problem. MAANZ International 24
  25. 25. Power and Leadership• Power can be defined as the ability of one person ordepartment in an organisation to influence other people to bring out desired outcome. MAANZ International 25
  26. 26. Power and Leadership• Legitimate power is based on the managers position in the organisation. Employee may put extra effort behind products that a leader has targeted for special promotion because they think that a manager has a right to expect this effort MAANZ International 26
  27. 27. Power and Leadership • Reward power depends on a leaders ability to reward subordinates for compliance. For example, some employeemay only put extra effort behind a particular product becausethe leader has offered to pay a bonus for each unit sold over a three month period. The extent of this power will depend on the amount of bonus paid and the importance of extra compensation to the staff member. MAANZ International 27
  28. 28. Power and Leadership • Coercive power refers to compliance due to fear of punishment. Employee may feel that they could be fired ifthey do not spend extra time prospecting for new customers. MAANZ International 28
  29. 29. Power and Leadership• Referent power is the leaders influence on others because of their identification or friendship with the manager. Employee may comply because they feel a friend should be able to expect compliance or because they so respect and admire a manager that they want to be like this person. MAANZ International 29
  30. 30. Power and Leadership• Expertise power is based on a managers specialised knowledge. Thus an employee may put extra effort into targeted accounts because a leader may have a long and distinguished track record. MAANZ International 30
  31. 31. Situational Leadership Model• Hersey and Blanchard have proposed • Supportive behaviour is the extent to a situational leadership model that which a leader engages in two-way describes four different types of communication involving listening, leadership styles. These four providing support and leadership styles are based on two encouragement. When emphasising characteristics: directive and supportive behaviour, a leader supportive behaviour. Directive involves the employee in the decision behaviour is the extent to which a process. leader engages in one-way communications, spelling out to followers what to do, where to do it, when to do it, and how to do it. Around this structure, performance is closely supervised and controlled by the leader. MAANZ International 31
  32. 32. • For more information about MAANZ International and articles about Marketing, visit: • www.marketing.org.au • http://smartamarketing.wordpress.com • http://smartamarketing2.wordpress.com • . http://www.linkedin.com/groups/MAANZ- SmartaMarketing-Group-2650856/about • Email: info@marketing.org.au• Link to this site - - http://www.slideshare.net/bmonger for further presentations MAANZ International 32
  33. 33. • These slides are a sample taken from a MAANZ MXPress Short course.• (http://www.marketing.org.au/Marketing_Express.aspx) • All MXPress courses come complete with lecture slides and fill notes • Plus an electronic certificate MAANZ International 33
  34. 34. ENDMAANZ International 34