CHAPTER 14 Organizational Leadership and Supervision

THE INTERACTION OF MANAGER AND SITUATION  Leadership Influence Legitimate influence Coercive influence Reward influence Expertise influence Psychological influence Communication influence

THE INTERACTION OF MANAGER AND SITUATION  Leadership Orientation of the Manager  Factors Operating Within Staff  Situational Factors

MAJOR ASPECTS OF GOOD LEADERSHIP  Identify and Articulate Future Directions  Persevere  Treat Staff with Dignity  Communicate Well  Engender Trust  Inspire Performance  Aspiring To Be In A Leadership Role

SUPERVISION  Reconciling Expectations

Playing Multiple Roles  The Role of Coach  The Role of Judge  The Role of Explorer  The Role of Warrior

DELEGATING ASSIGNMENTS  Select the right people  Ensure that assignments are fair and realistic  Make the assignments clear  State the constraints  Determine criteria for selecting employees

ELEMENTS OF GOOD SUPERVISION  Effective supervisors are purposeful in the way they critique staff performance. They use their authority purposefully and selectively. They do not ventilate their anger or denigrate staff, especially in front of others. When possible, critiquing staff is done within a context of a trusting and positive relationship.

BEING A PRODUCTIVE SUBORDINATE  Understand the general context  Be clear about what is specifically expected of you  Communicate openly with your supervisor and colleagues  Demonstrate that you are a contributor

DEALING WITH A PROBLEMATIC SUPERVISOR  Determine whether the supervisor’s limitation is confined to a specific trait  Consider whether you can obtain good advice from other colleagues  If you feel secure enough, communicate directly to your supervisor how he or she can provide you with better supervision

SUMMARY  Organizational administrators continually seek to harmonize their var­ious strengths. As managers, they work to bring order and consistency to complex organizations. As leaders, they challenge the status quo and work to meet new demands.[i] They strive to achieve their vision and simultaneously facilitate the staff’s input in the direction-setting process. They are oriented to accomplishing tasks and are sensitive to the needs of their staff. They set their sights on the future while making certain to give proper attention to everyday details. They are both conveyers of messages and consummate listeners. They engender trust by respecting their staff and treating them with dignity. This blend of vision, sensitivity, and high moral purpose makes for inspiring leadership.[i]

QUESTIONS FOR DISCUSSION  1) Identify a supervisor or manager in your organization or another agency that you are familiar with. What is the predominant style of leadership?  2)What two or three special competencies does this manager reflect?  3) What are the multiple roles that your supervisor assumes?  4)What are instances in which your supervisor has had to serve as an intermediary between management and staff?  5)How are tasks delegated in your agency?