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Leadership Awareness - The Role of the Leader
- 2. Module One: The Role of the Leader • Identify the qualities of an effective manager. • Assess different leadership styles. • Improve your understanding of the manager’s role. • Appreciate other department’s roles in relation to your own .
- 3. What makes an Effective Manager? They have a balance of the three qualities. Personal Interpersonal Organizational They are flexible enough to adapt the right skills to the right circumstances.
- 4. My Views About People A People are fundamentally lazy 1 2 3 4 5 People enjoy work and achievement B People are interested only in their own benefit 1 2 3 4 5 People like to help others C Punishment is counterproductive 1 2 3 4 5 Punishment gets results D Most people are basically involved with their work 1 2 3 4 5 Most people have no real interested in the work they do E People are basically shy 1 2 3 4 5 People are basically dishonest F Discipline and control produce the best results 1 2 3 4 5 People are basically open in their dealings with others G People are not interested in company objectives 1 2 3 4 5 People are interested in the objectives of the company they work for H People avoid responsibility 1 2 3 4 5 People are enjoy responsibility
- 5. Different Leadership Styles People of consequences, a not Most humans have quite Threat most peoples bothany People’s commitment to or high It is in naturally put nature physicalof imagination, ingenuity, degree accept responsibility but enforcing relates to the rewards objective control areeffort into only to and mental not the only theircreativity in solving and work. means of ensuring effort at work. associated with achieving them. to seek it. organizational problems. Most people change. are prefers Therefore, most people need People nature people The average have an inherentto be By theirresisthuman being self-dislike of work and will avoid it if forced or and and aims much to be directed don’t careto avoid centered, threatened with at all possible. consequences They have little accountability. in order to get them about the needs of the company. to perform mainly wanting just to be ambitionto the required standards. secure.
- 6. Different Leadership Styles Concentrate on the TASK Concentrate on the PEOPLE The degree of combination of the two depends on the SITUATION and the PEOPLE.
- 7. My Views About People A 1 2 3 4 5 SCORE B 1 2 3 4 5 SCORE C 5 4 3 2 1 SCORE D 5 4 3 2 1 SCORE E 5 4 3 2 1 SCORE F 1 2 3 4 5 SCORE G 1 2 3 4 5 SCORE H 1 2 3 4 5 SCORE TOTAL The score closer to O – your preference is: The score closer to 45 – your preference is:
- 8. The Role of the Manager Sterling track record Open, collaborative spirit Develops partnerships Strives for trust throughout the company People should feel empowered Angela Ahrendts
- 9. The Role of the Manager Known to scream at employees Extreme perfectionist Ferocious drive Strong instinct for what works People do as I say Steve Jobs
- 10. Role Maps Marketing Bob Sales Roles can be poorly defined. Purchasing People will be unclear about: Dave Limits of authority Expectations Gloria Bob Susan Performance evaluation. Dave if there is clarity with Even their role, there can be parts of their role Traditional Hierarchy Organizational Chart that contradict Other one another. Amy Bob’s Boss John Vendors Stewart Team Members
- 11. Summary Qualities of a Manager Leadership Style Managers Role • Personal • Theory X – TASK oriented • • Interpersonal • Theory Y – PEOPLE oriented Need a combination of TASK and PEOPLE skills • Organizational • • Importance of developing relationships • Flexible balance between all three Different situations and people require different styles Role Maps • Help to reduce confusion over: • Poorly defined roles • Contradictory roles
- 12. Assignments 1. Complete the Assessment 2. Strengths and Weakness T-Chart 3. Role Map
Editor's Notes
- SAY:Welcome to Leadership Awareness! We are so glad you will be participating in this course today.So what exactly is Leadership Awareness?It is being conscious of what you are good at while acknowledging what opportunities you still have to develop. This includes admitting when you don’t have an answer. Although it is probably one of the least discussed leadership competencies, self-awareness is possibly one of the most valuable. This program is designed to expand your skill set in:Gaining a greater understanding of your management styleRecognizing your contributions to your department and organizationDeveloping practical leadership skillsThe first module is The Role of the Leader.
- SAY:Here we are going to highlight the abilities required by a manager.Broadly speaking the qualities can be divided into three categories:CLICK ENTER and SAYPERSONAL – your individual attributesCLICK ENTER and SAYINTERPERSONAL – your ability to motivate and manage teamCLICK ENTER and SAYORGANIZATIONAL – your ability to organize and control workAll managers are different, but will have a mix the these three attributes. The difference comes in the (CLICK ENTER 2 TIMES) BALANCE between the three. For example; Some managers may be extremely organized, but not at effective in motivating the team. Others may be very decisive, but not so open to listening to other ideas.Certain circumstances call for a different mix of the three qualities, so not only is a balance required but also (CLICK ENTER) FLEXIBILITY in the approach to different situations.An effective manager, is the one who can combine personal, interpersonal and organizational skills to suit each individual and situation that they deal with. NEXT SLIDE
- SAYThe statements represent assumptions about how people behave in relation to their work. Consider each pair of statements and circle the number on the scale that most accurately represents your view.
- SAYThere are many different theories to analyze leadership styles. Today we are going to use the “THEORY X and THEORY Y that was devised by Douglas McGregor in the 1960’s – sounds vintage but still is one of the most relevant ways to identify different approaches to being a leader.McGregor noted that the way people lead and manage others is a result of their attitude to people and the assumption they make about them. These assumptions fall into two groupings.The first group makes the following assumptions:CLICK ENTER and SAYMost people have an inherent dislike of work and will avoid it if at all possible.CLICK ENTER 2 X and SAYTherefore, most people need to be forced or threatened with consequences n order to get them to perform to the required standards.CLICK ENTER 2X and SAYThe average human being prefers to be directed and aims to avoid accountability. They have little ambition mainly wanting to be secure.CLICK ENTER 2X and SAYBy their nature people are self-centered, and don’t care much about the company. CLICK ENTER 2X and SAYPeople resist change.CLICK ENTER and SAYThese assumptions are known as THEORY X.Some managers appear to make the following assumptions under THEORY Y:CLICK ENTER and SAYPeople will naturally put both physical and metal effort into their work.CLICK ENTER 2 X and SAYThreat of consequences, or enforcing control are not the only means of ensuring effort at work.CLICK ENTER 2 X and SAYPeople’s commitment to any objective relates to the rewards associated with achieving them.CLICK ENTER 2 X and SAYIt is in most peoples nature not only to accept responsibility but to seek it.CLICK ENTER 2 X and SAYMost humans have quite a high degree of imagination, ingenuity, and creativity in solving organizational problems.NEXT SLIDE
- SAYThose that have a THEORY X orientation tend to concentrate on the TASK (CLICK ENTER)Those with THEORY Y orientation tend to concentrate on the PEOPLE (CLICK ENTER)The two key factors when considering leadership style:The needs of the TASK – what needs to get doneThe needs of the PEOPLE – what the team wantsIn reality, different situation and different people require a different style, so managers need to be FLEXIBLE in their approach: a style that is appropriate in one circumstance may be entirely wrong in another. For example; if a manager concentrates all of their attention on the needs of the task, the needs of the people will be neglected. The team will then become disillusioned and demotivated and the task probably will not get done anyway. On the other hand, if a manager someple concentrates on keeping everyone happy, they will all be happy with nothing accomplished. So an effective manager is the one who can balance the needs of BOTH the TASK and the PEOPLE. A managers style is how they strike a balance – whether they concentrate on the TASK or the PEOPLE.You might be thinking – how is it possible to concentrate on both factors? The answer is TIMING. People will most of the times put of with a bossy style to get an important job completed, but they also expect that when things become calmer the manager will do their best to take account for their team’s needs.CLICK ENTER and SAYThe degree of combination of the two theories depends on the SITUATION and the PEOPLE.NEXT SLIDE
- SAYCompute your score for each set of statements according to the five positions on each scale you have circled.Now add up the total score on your sheet – it should be between 0 and 45.The score closer to 0 – your preference is Theory X orientation.The score closer to 45 – your preference is Theory Y orientation.
- SAYDifferent managers approach their role in very different ways as THEORY X and THEORY Y demonstrate. Let’s now take a look at the role of the manager/leader and some real life examples in the world today.CLICK ENTER and SAYFirst up is Angela Ahrendts – she has been the CEO at Burberry and now is Apple’s Retail Chief. Let’s see what they say about her management style to determine if she is more THEORY X or THEORY Y. Here are some of Angela’s attributes:CLICK ENTER and SAYSterling track recordCLICK ENTER and SAYOpen, collaborative spiritCLICK ENTER and SAYDeveloping partnershipsCLICK ENTER and SAYStrives for trust throughout the companyCLICK ENTER and SAYPeople should feel empoweredSo what Theory would Angela be?
- SAYNow let’s look at another iconic leader at Apple (CLICK ENTER 2X) Steve Jobs. Sure we have heard that he was a dynamic leader and transformed the four different industries but what was his preferred style?CLICK ENTER and SAYKnown to scream at employeesCLICK ENTER and SAYHe was an extreme perfectionist CLICK ENTER and SAYHad a ferocious driveCLICK ENTER and SAYStrong instinct for what worksCLICK ENTER and SAYPeople do as I saySo what Theory was Steve? CLICK ENTER and SAYTheory XThese are two extreme examples – both are associated with Apple – both have visions, powerful, determined and successful but go about it in a different way. An effective manager is the one who can balance organizational and interpersonal skills, while all the time being flexible with their approach. When a manager is aware of whether they concentrate more on organizational or interpersonal then they will be able to recognize their strengths and weaknesses and work on developing those areas.As a developing manager, you will need to assess your own strengths and weaknesses. Simply make a “T” on a piece of paper and write STRENGTHS on one side and WEAKNESSES on the other. Be honest with yourself as it will help your skill development. This also will be an excellent discussion tool with your supervisor to get their perspective and observations.NEXT SLIDE
- SAYMost people are reasonably clear about where they stand in the company hierarchy. (CLICK ENTER and SAY) However, any company structure can only show rigid, formal lines of authority: who manages whom. It is more realistic and wworthwhile to consider each person in the center of a network of relationships or ROLE MAP.The above ROLE MAP shows all of the relationships Bob has with individuals and groups both internal and external. This is a simplified version, but in reality most people have much more complicated ROLE MAPS. It is understandable that managers often find it difficult to inerpret and comprehend their roles. These are some things that can go wrong:CLICK ENTER and SAYRoles can be poorly defined.CLICK ENTER and SAYPeople will be unclear about:CLICK ENTER and SAYLimits of authorityCLICK ENTER and SAYExpectationsCLICK ENTER and SAYPerformance evaluationCLICK ENTER and SAYEven if there is clarity with their eole, there can be parts of it that contradict one another.While good job descriptions help to minimize role issues such as these, they can’t completely eliminate them/ This is partly because there is no job description that can take into account the actual relationships between individuals. Remember, good or bad working relationships can greatly affect any managers role. The only effective and long term solution to role problems lies with managers talking with each other and their teams to build up their relationships.Now it’s your turn to complete your own ROLE MAP. Include a minimum of six people whom you have a working relationship. Prioritize the six and highlight positive and negative aspects of each relationship. Finally, write suggestions on how the relationship can be improved.
- SAYIn this module, we first covered Qualities of a ManagerCLICK ENTER and SAYPersonalCLICK ENTER and SAYInterpersonalCLICK ENTER and SAYOrganizationalCLICK ENTER and SAYFlexible balance between all threeCLICK ENTER and SAYNext we discussed Leadership StyleCLICK ENTER and SAYThe Theory X that is TASK orientedCLICK ENTER and SAYAnd the Theory Y that is PEOPLE orientedCLICK ENTER and SAYFor different situations and people they require different styles.CLICK ENTER and SAYIn our third section, we discussed the Managers RoleCLICK ENTER and SAYNeed a combination of TASK and PEOPLE skillsCLICK ENTER and SAYAnd the importance of developing relationship inside and outside the organizationCLICK ENTER and SAYFinally, we took a look at ROLE MAPSCLICK ENTER and SAYHow they help to reduce confusion over:CLICK ENTER and SAYPoorly defined rolesCLICK ENTER and SAYContradictory roles.