1. 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

2. Characteristics of Leaders
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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

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

4. Primary Sources of Power
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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.
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5. Primary Sources of Power (cont.)
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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

6. The Nature and Foundations of Leadership
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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

7. The Supervisor as Leader
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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

8. Choosing a Leadership Style
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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

9. Choosing a Leadership Style (cont.)
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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

10. The pros and cons of each leadership style.
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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

11. The Supervisor as Leader
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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

12. The Supervisor as Leader
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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.
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13. Theory Y & Theory Y (cont.)
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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

14. Situational Leadership
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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

15. Combining Directive and Supportive Behaviors
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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

16. Transactional and Transformational Leadership
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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.
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17. Transformational leaders.
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The Supervisor as Leader
Figure 2.3
Transformational leaders.
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18. Emotional Leadership Styles
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The Supervisor as Leader
Emotional Leadership Styles
Visionary
Coaching
Affiliative
Democratic
Pacesetting
Commanding
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19. The Supervisor as Leader
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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

20. The Supervisor as Leader
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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

21. Developing your own style
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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

22. The Supervisor as Leader
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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

23. The Supervisor as Leader
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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
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24. The Supervisor as Leader
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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.
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25. The Supervisor as Leader
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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

26. The Supervisor as Mentor
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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