1. Service Operations Management: The total experience SECOND EDITION
Chapter Four
Leadership and Teams in Service Operations Management

2. Field Marshall Montgomery identified leadership as needing:
two-way trust
teamwork
atmosphere
clear communication
material back-up
confidence
insistence on performance
humanity
controlled aggression that is never content with anything short of victory  

3. Position power can originate from the following:
Legitimate power
Power derived from a person’s position or job (managerial hierarchy) in an organization.
Reward power
Power based on the capacity to provide valued rewards to others
People who can award others with more money, promotions, compliments or enriched jobs
Coercive power
Power based on the ability to discipline others
A manager may threaten to withhold a pay raise or a transfer, demote or even recommend the firing of a subordinate who does not act as desired
Personal power can derive from:
Expert power
Power that stems from special knowledge of or skill in the tasks performed by employees.
A specialist IT engineer is looked up to for advice, more than the actual manager
Referent power
Power that result from characteristics that command employee’s identification, respect and admiration, so that they wish to emulate the leader

4. Fig 4.1. The leadership grid

5. Fig 4.2. Hersey and Blanchard’s situational theory

6. Emotional Intelligence
There are five components of emotional intelligence:
self-awareness
self-regulation
motivation
empathy
social skill

7. The emotional intelligence dimensions and components typically include:
Oneself
knowing one’s own emotions
managing one’s own emotions
motivating oneself
Others
recognizing emotions in others
handling relationships with others
Components
self-awareness: being mindful of one's moods, emotions and drives.
self-regulation: the ability to think before acting and control negative impulses and moods. Empathy: Being able to put oneself in another's shoes.
social skill: the ability to build and manage relationships and influence others.
motivation: drive that is internally generated rather than resting on external rewards or financial compensation.

8. Leadership models and styles
Trait theory
Behavioural theory
Situational theory
Contingency theory
Charismatic leadership
Transformational
Transactional Leadership
Values-based leadership
Authentic Leadership
Servant Leadership
Connective Leadership
Transformational Leadership

9. Fig 4.3. Path-goal theory

10. Table 4.1. Synthesis of Servant, Connective, and Transformational Leadership styles

11. Fig 4.4 Factors affecting leadership styles

12. Fig 4.5 Effective leadership responsibility

13. Authentic Leadership Commit to the truth Know yourself well
Show self-discipline
Show compassion
Be genuine
Being an authentic leader takes experience and commitment. It is developed over time, often triggered by setbacks and major life events.

14. Fig 4.6. Managers versus Leaders

15. Creating High-Performance Teams
The principal characteristics of effective teams include:
sense of urgency and direction
hard work upfront - sets expectations and norms
shared responsibility and mutual accountability
effective in recognising problems and making decisions
commitment and trust amongst members
balances individual and group needs
cohesive without stifling individuality
confronts differences and deals with conflict
deals with minority opinions effectively
effective communication patterns

16. Motivated teams and team individuals
Self-managed Teams
Passion for feedback, personal learning and supporting team members
Motivated teams and team individuals
Team effectiveness and empathy

17. Fig 4.7. Service operation customer-facing competencies

18. Fig 4.8. Polar Diagram – Comparative analysis – Team effectiveness