The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Overview Characteristics of Leaders The Nature of Leadership Choosing a Leadership Style Developing Your Own Style Ethics The Supervisor as a Mentor Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Characteristics of Leaders CHAPTER 2 The Supervisor as Leader Characteristics of Leaders A person’s drive shows that he or she is willing and able to exert exceptional effort to achieve a goal. Leaders have integrity. Leaders have a desire to influence others. Leaders have self-confidence. A leader needs a high level of intelligence in order to influence others. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Characteristics and traits of effective leaders. CHAPTER 2 The Supervisor as Leader Figure 2.1 Characteristics and traits of effective leaders. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Primary Sources of Power CHAPTER 2 The Supervisor as Leader Primary Sources of Power Legitimate power – derived from an individual’s position in an organization. Reward power – derived from an individual’s control over rewards. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Primary Sources of Power (cont.) CHAPTER 2 The Supervisor as Leader Primary Sources of Power (cont.) Coercive power – derived from an individual’s ability to threaten negative outcomes. Expert power – derived from an individual’s personal charisma and the respect and admiration the individual inspires. Many leaders have a combination of these sources of power to influence others. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Nature and Foundations of Leadership CHAPTER 2 The Supervisor as Leader The Nature and Foundations of Leadership Being a leader can be defined as someone whom people follow voluntarily. Not all managers make great leaders, but most managers will benefit from leadership training. Being a manager and a leader = efficiency and effectiveness. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Authority and Leaders Formal authority: is given to you by virtue of your position. Formal leaders: are in charge according to the organization chart. Real authority: is given to you by having support of your employees. Informal leaders: are in charge by having the support of their employees. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Choosing a Leadership Style CHAPTER 2 The Supervisor as Leader Choosing a Leadership Style The most popular types of leadership styles today are: Autocratic: Needs of employees comes second. Supervisor makes decisions without input from staff, gives orders and expects them to be obeyed. Bureaucratic: Leading “ By the Book”, relies on rules, regulations and procedures for decisions. Appropriate for when employees can be permitted no discretion in the decisions to be made. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Choosing a Leadership Style (cont.) CHAPTER 2 The Supervisor as Leader Choosing a Leadership Style (cont.) Democratic: Almost the reverse of the autocratic style. The supervisor wants to share and consult with the group in decision making. Informs employees about all matters concerning them. Laissez- faire: The hands-off approach. The supervisor does as little leading as possible. Delegates all power and authority to employees. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The pros and cons of each leadership style. CHAPTER 2 The Supervisor as Leader Figure 2.2 The pros and cons of each leadership style. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader The Old Style Boss Traditional autocratic method of dealing with hospitality employees has been command-obey method combined with carrot-and-stick motivation of reward and punishment. This method is far more likely to increase problems than to lessen them. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Theory X & Theory Y Douglas McGregor claimed business organizations based their management of employees on three faulty assumptions about the average human being: People are Inborn dislike of work. People must be coerced, controlled, directed, threatened with punishment to get work done. People prefer to be led, avoid responsibility, lack ambition, and want security above else. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Theory Y & Theory Y (cont.) CHAPTER 2 The Supervisor as Leader Theory Y & Theory Y (cont.) McGregor argues: Work is natural, people do not inherently dislike it. People will work at their own accord towards objectives. People become committed to objectives that fulfill inner personal needs. Under the right conditions people accept and seek out responsibility. Imagination, ingenuity, and creativity to solving problems is widely distributed in the population. Modern industrial organizations use only a portion of the intellectual potential of the average human being. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Situational Leadership CHAPTER 2 The Supervisor as Leader Situational Leadership Kenneth Blanchard & Paul Hersey sorted leadership behaviors into two categories: Directed behavior - Telling employees exactly what you want done, as well as when where and how to do it. The focus is to get the job done. Supportive behavior - Showing care, and support for your employees by praising, encouraging, involving them in decision making, and helping them reach solutions. This is best to use when a employee lacks commitment to do a job. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Combining Directive and Supportive Behaviors CHAPTER 2 The Supervisor as Leader Combining Directive and Supportive Behaviors Blanchard and Hershey came up with: Directing Style: High on directive and low on supportive behaviors. Coaching Style: High on both directive and supportive behaviors. Supporting Style: High on supportive and low on directive behaviors. Delegating Style: Low on both directive and supportive behaviors. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Transactional and Transformational Leadership CHAPTER 2 The Supervisor as Leader Transactional and Transformational Leadership Transactional leaders: motivate through appealing to workers self interest (rewards). Transformational leaders: act as a coach, lead by example, communicate, inspire, and provide workers with challenging jobs. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Transformational leaders. CHAPTER 2 The Supervisor as Leader Figure 2.3 Transformational leaders. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Emotional Leadership Styles CHAPTER 2 The Supervisor as Leader Emotional Leadership Styles Visionary Coaching Affiliative Democratic Pacesetting Commanding Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Practice of Leaders Leaders vary in their values, managerial styles, and priorities. Peter Drucker, renowned management scholar, author, and consultant, discussed with hundreds of leaders their roles, their goals, and their performance. Drucker observes that regardless of their enormous diversity with respect to personality, style, abilities, and interest, effective leaders all behave in much the same way Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Empowerment A technique used by participative leaders to share decision-making authority with team members. Giving employees more control over their decisions resources and work. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

Developing your own style CHAPTER 2 The Supervisor as Leader Developing your own style The best style of leadership, for you, is whatever works best in terms of these three basics: Your personality. The employees you supervise, the situations you face. Build your self-awareness. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Vision and Awareness As you develop awareness and vision, you will see an obvious for change. Following is a six-step method for making changes: State the purpose. Involve others. Test the plan before you implement it. Introduce the change. Maintain and reinforce the change. Follow up. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Employee Engagement Goal is to inspire and bring the best out in your employees Getting the best is about building a culture of trust, connection, growth, and service Companies with a highly engaged culture have shown consistent growth and profitability Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Ethics A set of moral principles or rules of conduct that provide guidelines for morally right behavior. There are ethical considerations in many of the decisions that you will make, from personal management issues to money issues to purchasing and receiving practices. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Leader CHAPTER 2 The Supervisor as Leader Ethics The following are five questions that you can use to help decide how ethical a decision is: Is the decision legal? Is the decision fair? Does the decision hurt anyone? Have I been honest with those affected? Can I live with my decision? Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved

The Supervisor as Mentor CHAPTER 2 The Supervisor as Leader The Supervisor as Mentor As you become more experienced and proficient a being a hospitality supervisor, it is likely that you will mentor those who are less experienced. A mentor is a leader, an excellent role model, and a teacher. Being a mentor can be gratifying because you have contributed to someone else’s career. Copyright © 2016 by John Wiley & Sons, Inc. All Rights Reserved