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Leadership for Managers

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    Every leader has an instinctive leadership style that is a behaviour pattern they use more or less consistently when dealing with the sales force. We know that managers differ in their style, so the question is raised, What is an effective managerial style? .....
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  1. 1. The MAANZ MExpress Program Effective Leadership and Team Building Dr. Brian Monger Copyright; January 2012This 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.
  2. 2. 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 MXPress Program 2
  3. 3. 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 MXPress Program 3
  4. 4. 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 MXPress Program 4
  5. 5. 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 MXPress Program 5
  6. 6. SkillsLeaders differ in their backgrounds, viewpoints, and physical characteristics.   Recent 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.  This requires spending time  with your employee, but particularly with your top people.  Although they may be  very successful, their need to feel involved and influential is even greater than for  most employee. MAANZ MXPress Program 6
  7. 7. SkillsIntuition 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 MXPress Program 7
  8. 8. MAANZ MXPress Program 8
  9. 9. 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 MXPress Program 9
  10. 10. Successful Leadership She 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 MXPress Program 10
  11. 11. Communication The 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 MXPress Program 11
  12. 12. Leadership Styles  • If you are attempting to influence the behaviour of others, then you need to think about your leadership style. 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.• A leader’s duties include motivating and encourage the sales staff. There are two types of leadership styles that are practical in motivating and encouraging the sales team. MAANZ MXPress Program 12
  13. 13. Leadership Styles • Every leader has an instinctive leadership style that is a behaviour pattern they use more or less consistently when dealing with the sales force. 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 MXPress Program 13
  14. 14. 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 MXPress Program 14
  15. 15. The Four Leadership Style ModelFour leadership styles are shown in Figure 2 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 MXPress Program 15
  16. 16. High Supporting CoachingSupportive Behaviour Delegating Directing Low High Directive Behaviour MAANZ MXPress Program 16
  17. 17. The Four Leadership Style Model • A directive style (low supportive/high directive) is one in which a manager tells astaff member what, when, how, and where to do various tasks. Problem solving and decision making are initiated solely by themanager. Communication is largely one way For example, the leader may establish a call frequency pattern for all the customers in astaff members territory based on past sales to each customer. MAANZ MXPress Program 17
  18. 18. 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 theemployees ideas are solicited, as are their feelingsabout 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 MXPress Program 18
  19. 19. 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.• With a supportive leadership style, management would decide that a call frequency schedule is required in the territory but would allow the employee to devise a general call schedule. The leader may provide past sales and call report information and suggest any changes in the schedule that are felt to be necessary. MAANZ MXPress Program 19
  20. 20. The Four Leadership Style Model• Finally, a delegating style (low supportive/low directive) is one in which the leader discusses theproblems in the territory with the employee until a joint agreement is reached on the problemdefinition. Following this discussion, the decision making process is delegated totally 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 an agreement as to what is causing a particular problem. MAANZ MXPress Program 20
  21. 21. ENDMAANZ MXPress Program 21