Published on

Leadership and Power

  • 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


  1. 1. The MAANZ MXpress Program Leadership - 2 Dr Brian Monger Copyright February 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 associated with in the above referenced program and not in anyeducation or training program. Persons and/or corporations wishing to use these notes for any other purpose should contact MAANZ for written permission.
  2. 2. Power and Leadership• Power can be defined as the ability of one person or department in an organisation to influence other people to bring out desired outcome. The leader ought to practice following leader power: • 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 MXPress Program 2
  3. 3. 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
  4. 4. Power and Leadership• Reward power depends on a leaders ability to reward subordinates for compliance. For example, some employee may only put extra effort behind a particular product because the 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 MXPress Program 4
  5. 5. Power and Leadership• Coercive power refers to compliance due to fear of punishment. Employee may feel that they could be fired if they do not spend extra time prospecting for new customers.• Everything else being equal, a staff member will put more effort into prospecting if being fired is a significant threat. If the person is already thinking of quitting and has another alternative, then the power of this threat is minimal. MAANZ MXPress Program 5
  6. 6. 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.• 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 sales track record. MAANZ MXPress Program 6
  7. 7. 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. Participation in quota setting leader engages in one-way is a situation in which highly communications, spelling out to supportive behaviour is possible. 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 MXPress Program 7
  8. 8. Motivation • Motivation is complex, affected by many individual factors and the interrelationships. Motivation is related to specific characteristics of the tasks designed into the job. • Job Motivation is related to 5 characteristics • 1. Task identity - the job requires the completion of a whole and identifiable piece of work.• 2. Autonomy - a job produces freedom, independence, and discretion for the work task as a leader. • 3. Skill variety - a job requires a variety of different skills. • 4. Feedback - individual obtains direct and clear information about performance effectiveness. • 5. Task significance – the job has a substantial impact on others. MAANZ MXPress Program 8
  9. 9. Employee Maturity• The appropriate leadership style will depend on the maturity level of the employee with whom the leader is interacting. According to Hersey and Blanchard, maturity level is defined as the competence and commitment of the person to perform a particular task without supervision. Competence is gained from experience, training, and education. This can be developed and is not something you innately have or dont have.• Commitment is a combination of confidence and interest in doing a task well. In this context, confidence refers to a persons self-assuredness or feeling of being able to do a task well without much supervision. Motivation is a persons enthusiasm and interest in doing a task well. MAANZ MXPress Program 9
  10. 10. Management Implications• The idea that leaders should be flexible in style is intuitively appealing to many managers. Fortunately, flexibility in style is not solely the responsibility of management, nor the only requirement for success. Employees will instinctively exhibit flexibility in their reaction to whatever style of leadership behaviour they face. Nevertheless, the application of situational leadership is not always easy. • A leader must remain flexible and be constantly alert to the changing overall maturity level of the employee and to their ability in performing specific tasks. A sales person may have considerable experience in calling on existing customers, but have very little confidence in their ability to cold call prospects. A leader needs to be aware of these developmental needs. MAANZ MXPress Program 10
  11. 11. Team Building • Here are some terms that are often used in a team building context. Which ones do you think define what a team is? • A group of people • Synergy • Having one aim • Whole > Sum • Co-operation • Flexibility • Working together • Reporting to one boss • Serving one customer MAANZ MXPress Program 11
  12. 12. Common goals• From the definition of a team, you first have to define the common goal of the team before you can define who is in it. Let us suppose that the goal is to increase the sales of the firm.• Who contributes to that goal? There are many people: MAANZ MXPress Program 12
  13. 13. • A team is a group of people working towards a common goal.• Team Building is the process of enabling that group of people to reach their goal. MAANZ MXPress Program 13
  14. 14. What is a "team? • In its simplest terms, the stages involved in team building are: • * To clarify the team goals• * To identify those issues which inhibit the team from reaching their goals• * To address those issues, remove the inhibitors and enable the goals to be achieved • The primary skills in this process are recognising the right issues, and tackling them in an appropriate way and an appropriate order. • Team building can also take a different form depending on the size and nature of the team. MAANZ MXPress Program 14
  15. 15. What is a "team?• In a project environment, where team composition is continually changing, the emphasis must be on developing the skills in individuals to be effective team members. The scale involved is 1 person, and the team building consultant is endeavouring to change the skills and abilities of the individual at operating within a team (or within multiple teams). • In teams where membership is static - typically in management teams - how the individuals within the team relate can have a big bearing on team performance. If a member leaves, or another joins, the dynamics of the team can be changed greatly. MAANZ MXPress Program 15
  16. 16. Characteristics of a Team• * There must be an awareness of unity on the part of all its members. • * There must be interpersonal relationship. Members must have a chance to contribute, learn from and work with others. • * The member must have the ability to act together toward a common goal. MAANZ MXPress Program 16
  17. 17. Ten characteristics of well‐functioning  teams:• * Purpose: Members proudly share a sense of why the team exists and are invested in accomplishing its mission and goals. • * Priorities: Members know what needs to be done next, by whom, and by when to achieve team goals.• * Roles: Members know their roles in getting tasks done and when to allow a more skillful member to do a certain task. • * Decisions: Authority and decision-making lines are clearly understood. • * Conflict: Conflict is dealt with openly and is considered important to decision-making and personal growth. • * Personal traits: members feel their unique personalities are appreciated and well utilised. MAANZ MXPress Program 17
  18. 18. Ten characteristics of well‐functioning  teams:• * Norms: Group norms for working together are set and seen as standards for everyone in the groups. • * Effectiveness: Members find team meetings efficient and productive and look forward to this time together. • * Success: Members know clearly when the team has met with success and share in this equally and proudly. • * Training: Opportunities for feedback and updating skills are provided and taken advantage of by team members. MAANZ MXPress Program 18
  19. 19. Guidelines for effective team  membership: • * Contribute ideas and solutions • * Recognise and respect differences in others • * Value the ideas and contributions of others • * Listen and share information • * Ask questions and get clarification • * Participate fully and keep your commitments• * Be flexible and respect the partnership created by a team -- strive for the "win-win" • * Have fun and care about the team and the outcomes. MAANZ MXPress Program 19
  20. 20. Characteristics of a high‐performance  team:• * Participative leadership - creating an interdependence by empowering, freeing up and serving others. • * Shared responsibility - establishing an environment in which all team members feel responsibility as the manager for the performance team.• * Aligned on purpose - having a sense of common purpose about why the team exists and the function it serves. • * High communication - creating a climate of trust and open, honest communication. • * Future focused - seeing change as an opportunity for growth.• * Focused on task - keeping meetings and interactions focused on results. • * Creative talents - applying individual talents and creativity. • . * Rapid response - identifying and acting on opportunities MAANZ MXPress Program 20
  21. 21. Team Building • Team building must be: • • * a way of life • * the responsibility of every Team Member • * a continuous process • * about developing a clear and unique identity • * focused on a clear and consistent set of goals• * concerned with the needs and ambitions of each team member recognising the unique contribution that each individual can make • * an awareness of the potential of the team as a unit • * results oriented • * enjoyable MAANZ MXPress Program 21
  22. 22. Team building must NOT be: • * a short term, flavour of the month• * imposed without regard to peoples’ feelings • * spasmodic• * reserved for only some members of the team • * an excuse for not meeting personal responsibilities • * a process where actions clearly contradict intentions • * seen as a chore MAANZ MXPress Program 22
  23. 23. ENDMAANZ MXPress Program 23