Leadership and management

1. Leadership and
management

2. Supervised by :
Prof : Sanaa abd- elazzem
Prof : hend abd-allah
Presented by :
Rana ibrahem abd-elmagood

3. • “Leadership” is different from “management”; many just
know it intuitively but have not been able to understand this
difference clearly. These are two entirely different functions
based on their underlying philosophies, functions, and
outcomes. Similarly, leaders and managers are not the same
people. They apply different conceptualizations and
approaches to work, exercise different ways of problem
solving, undertake different functions in the organizations,
and exhibit different behaviors owing to their different
intrinsic and extrinsic motivations. Although discretely
different.

4. Leadership: is a process by which a person influences others to
accomplish an objective and directs the organization in a way that
makes it more cohesive and coherent.
 • Leader: is someone who motivates, guide, has a vision, ensures his
team has support and tools to achieve goals.
 • Management: is the coordination and administration of tasks to
achieve a goal including planning, communication, organization and
leadership in a timely, cost-effective manner.

7. 1. Leader:
• You must have an honest understanding of who you are, what you know,
and what you can do.
• To be successful you have to convince your followers, not yourself or
your superiors, that you are worthy of being followed.
2. people or follower :
• A person who lacks motivation requires a different approach than one
with a high degree of motivation.
• You must know your people! The fundamental starting point is having a
good understanding of human nature, such as needs, emotions, and
motivation.

8. 3. Communication:
• You lead through two-way communication. Much of it is
nonverbal. What and how you communicate either builds or
harms the relationship between you and your employees.
4. Situation:
• All situations are different. What you do in one situation will
not always work in another. You must use your judgment to
decide the best course of action and the leadership style needed
for each situation.

9. 5. The Goals :
• Organizations have goals, and individuals working in organizations
have goals. There may be or may not be congruent, for example, the
goals of the organization may be to decrease costs. In contrast, the
goal of the individual nurse may be to spend time counseling and
teaching clients because that is what is seen professionally by the
nurses as the most important activity, goals may be in conflict in which
case there is tension and a need for leadership.

10.  Affiliative leaders foster positive group dynamics.
 Authoritative leaders provide clear direction and require compliance.
 Autocratic leaders maintain complete control and decision-making
powers.
 Charismatic leaders use sociable and charming personality traits to
persuade followers.
 Coaching leaders teach and motivate others to reach goals.
 Coercive leaders force people to follow instructions whether they want
to or not.

11.  Democratic leaders focus on compromise and group consensus; they include
others in decision-making.
 Innovative leaders foster creativity and adaptability.
 Laissez-faire leaders take a hands-off approach.
 Pacesetter leaders use emotional-leadership styles to drive employees to
achieve goals at a high rate.
 Transactional leaders use a system of rewards and punishment.
 Servant leaders focus on serving the needs of the group and the greater goo
 Situational leaders adapt their style to different situations and people.
 Strategic leaders focuses use different management styles to develop
adaptable strategies.
 Transformational leaders motivate others to grow both professionally and
personally.

12.  ✓ Honesty and Integrity.
 ✓ Trust and confidence.
 ✓ Communication skills.
 ✓ A willingness to delegate and empower.
 ✓ Commitment and Passion.
 ✓ Good listening, creative
 ✓ Fair, justice
 ✓ Empathy, Respect
 ✓ Ability to influence, motivate
 ✓ Self-awareness, shared vision
 ✓ Decision making.

13. Management is how businesses organize and direct workflow,
operations, and employees to meet company goals. The primary
goal of management is to create an environment that lets
employees work efficiently and productively. A solid
organizational structure serves as a guide for workers and
establishes the tone and focus of their work.
Managers are involved in implementing and evaluating these
structures. As a manager, you may be responsible for doing any
of the following tasks:
 Create goals and objectives
 Create schedules

14. Mentor employees
Monitor budgets, productivity levels, and
performance
Resolve customer problems
Train staff
Develop strategies to increase performance,
productivity, and efficiency
Ensure compliance
with company policies
and industry regulations

15. In many organizations, management falls into one of three levels:
top, middle, and low. Managers in smaller companies may fill
roles at more than one level, while larger organizations may have
several managers within each level.

16. Top: Top-level management typically has an
administrative role, and their decisions affect the
entire organization even though they sometimes
aren’t involved in the day-to-day operations. They
may have the title of chief executive officer (CEO)
or serve on the board of directors.

17. Middle: You find people with executive roles at the
middle management level. They work with both
top-level management and supervisors to help
workers meet objectives and boost the company's
productivity. At this level, they may be called
regional managers or general managers.

18. Low: The final level of management often has a supervisory
role. These managers have titles like shift supervisor, branch
manager, or team leader. They work with individuals and
teams to meet goals determined by upper management.
They typically have less influence over company policy
compared to the other management levels, but the most
interaction with workers.

19. 1. Planning encompasses determining philosophy,
goals, objectives, policies ,procedures, and rules;
carrying out long- and short-range projections
;determining a fiscal course of action; and
managing planned change.
 2. Organizing includes establishing the structure
to carry out plans, determining the most
appropriate type of patient care delivery, and
grouping activities to meet unit goals.

20. 3. Staffing functions consist of recruiting,
interviewing, hiring, and orienting staff Scheduling,
staff development, employee socialization, and
team building are also often included as staffing
functions.
 4. Directing sometimes includes several staffing
functions. However, this phase’s functions usually
entail human resource management responsibilities,
such as motivating, managing conflict, delegating,
communicating, and facilitating collaboration.

21. 5. Motivating: Managers help motivate employees to show
up and stay productive. This includes sharing a common
vision, encouraging them to develop their strengths, and
inspiring them to do their best work at all times.
Having effective communication skills is essential for filling
this role.
6. Evaluating : Managers typically spend time measuring
the success of their teams and how well they meet goals.
The more they understand what works and doesn't work,
the better prepared they are to make decisions in the
future. Managers must understand and adjust strategies to
meet company goals.

22.  • Communicate.
 It is important to communicate with your team so you can understand their
needs, evaluate their progress and help them achieve their goals.
 • Be positive.
 You should be the one to set an example for your team to follow. Be positive
during your interactions with your team so they feel more comfortable
communicating with you.
 Collaborate.
 As a manager, you should feel comfortable delegating tasks, but you also
work with your team to accomplish common objectives. Collaborating with
your team will also allow you to see if there’s anything you can do to help
individual teammates or the team as a whole.

23. Train when needed.
Assess the skills of your team and see if you could improve any area
with training. Training also helps your team learn new skills and
fosters growth.
Practice.
 Perhaps the best way to acquire new skills is to practice them in a
real-life management setting. Gaining on-the-job experience in
these skills will help you on the promotion ladder. Do your best for
your team, serve as a leader and treat your team fairly.