Practicing Leadership: Principles and Applications Chapter 7: Management and Leadership

A Manager’s Job Chapter 7: Management and Leadership

Yukl’s Eleven Managerial Practices  Informing  Consulting and Delegating  Planning and Organizing  Problem Solving and Crisis Management  Clarifying Role and Objectives  Monitoring Operations and Environment  Motivating  Recognizing and Rewarding  Supporting and Mentoring  Managing Conflict and Team Building  Networking Chapter 7: Management and Leadership

Green Thumb Leadership  Learning Organizations: Organizations that adapt and grow to cater to new markets and build on new ideas.  Green Thumb Leaders: ◦ Are supportive rather than directive ◦ Operate with less hierarchy than traditional models by delegating managers to lead their own departments ◦ Foster open communication lines between themselves and their employees ◦ Eliminate threats to new idea generation ◦ Actively protect new initiative ◦ Encourage risk taking and flexibility Chapter 7: Management and Leadership

Managerial Mentoring TRANSFORMATIONAL ↑ Role: Collaborator.Role: Innovator. Focus: Relationships.Focus: Change. Competencies: Facilitating,.Competencies: Visioning, Coaching, and Dialoguing.Championing, and Diffusing. INFRASTRUCTURE ← LEARNING LEADERSHIP → MARKETPLACE. Role: Integrator.Role: Producer. Focus: Alignment.Focus: Results. Competencies: Organizing,.Competencies: Targeting, Improving, and Bridging.Improvising and Measuring ↓ TRANSACTIONAL Chapter 7: Management and Leadership

Managerial Leadership Five competencies of effective managerial leadership: ▫Challenging the process ▫Inspiring a shared vision ▫Enabling others to act ▫Modeling the way ▫Encouraging the heart Chapter 7: Management and Leadership

Questions for Discussion and Review  What skills are needed to be a successful manager? A successful leader?  In what ways can leaders and managers share expertise to help their company grow and adapt to the changing demands of society?  Have you ever filled a position that required you to be a mixture of a leader and a manager? What were your responsibilities?  Do you share Kotter’s belief that most organizations are overmanaged and underled. If so, why do you feel this way and how can this be changed? If not, describe how your viewpoint differs from Kotter’s. Chapter 7: Management and Leadership