Chapter 2 Leaders as ManagersLeaders as Managers

“ ” One major purpose of this research has been to identify patterns of activity that are common to all types of managers. Yukl, 2013Yukl, 2013 Managers are leaders. What do these managers do?

Managers receive multiple and continuous requests for information. Take work home Seldom a break in the day’s workload Although managers do plan, much of their work is dealing with issues now, making quick decisions

Managers do many things that cover a wide assortment of activities Brief activities, half of which were less that 9 minutes Interruptions occur frequently Activities range from trivial to important Mood shifts happen

Managers must learn to react Most of the time a manager does not have time to reflect Long periods of consistent themed work not normal Much of the activities are “fire fighting” activities Emergencies first, then those activities where manager has been successful in the past

Managers spend time with outsiders and peers Much of the interpersonal interaction is not between the manager’s subordinates or boss. Rather it is between other manager’s or the workers further down the organizational chart. Also clients, suppliers, subcontractors and government

Managers make quick decisions bypassing the typical organizational processes Settle short-term issues Use ready-made or low-risk solutions Usually doesn’t affect many people in the organization Must be knowledgeable of organizational protocols

Managers planning is informal Achieving objectives and conducting important activities main focus of planning Strategic decisions made outside the formal planning process Short term planned well, long term not so much

Mintzberg’s Taxonomy of Roles For ManagersFor Managers

Three categories of Managerial Behaviors Interpersonal Behaviors Information-Processing Behaviors Decision-Making Behaviors

Interpersonal Behaviors Liason Figurehead Leader

Information-Processing Disseminator Monitor Spokesperson

Decision-Making Entrepreneur Disturbance handler Resource allocator Negotiator

Core Components for Managers

Demands, Constraints, and Choices Demands and Constraints define and influence the behavior of a manager Choices are those activities a manager can do but are not required

Situational Determinants Patterns of relationships Work patterns Exposure