1. @ Dr. O. C.C. Lin 2007 1 IELM 538 Management & Technology Leadership Professor Otto CC Lin 2 March 2007 Hong Kong University of Science and Technology

2. @ Dr. O. C.C. Lin 2007 2 What is a Leader? Leader leads the organization Leader motivates the people Leader facilitate the process Leader resolves any problems Leader prepares for the future Leader sets example for the people

3. @ Dr. O. C.C. Lin 2007 3 Theory Z Assumption People are different in the hierarchy of needs People have different attitudes toward responsibility and freedom People are not perfectible, but are improvable Managers must take responsibility and pleasure in the growth and fulfillment of his people Organization must provide environment fitting the objectives of employees

4. @ Dr. O. C.C. Lin 2007 4 The Dimension of Human Existence Emotional Sphere Compassionate Person (Y) Indifferent Person (L) Effective Human Being (Z) Rational Person (X) Intellectual Sphere

5. @ Dr. O. C.C. Lin 2007 5 The Dimension of Leadership Concern for People Benevolent Leader (Y) Laissez-Faire Leader (L) Team Leader (Z) Autocratic Leader (X) Concern for Production

6. @ Dr. O. C.C. Lin 2007 6 Responsibility of Leader-Manager Establish and communicate organizational values and goals Understand your key people—their needs and motivation Make different assignments to fulfill the needs of the individual and to achieve organizational goals Guide organizational behaviors by values Build career growth plans accordingly

7. @ Dr. O. C.C. Lin 2007 7 Hierarchy of Needs: Summary Remarks Everybody has needs covering all five levels Each person has different portfolio of needs Satisfaction of lower level needs stimulates higher level needs Focus on higher lever needs can shadow lower level needs, but not eliminate them Extended neglect of needs will create organizational stress

8. @ Dr. O. C.C. Lin 2007 8 The Theory L Leader An transmitter of information Planning: Pass from upper management to staff Organizing: Distribute organization chart and job description to staff Staffing/SD: Leaves it up to the Personnel Department Motivating: Does not get involved- “people are people” Controlling: Let staff watch out for their own

9. @ Dr. O. C.C. Lin 2007 9 The Theory X Leader An agent to achieve corporate goal- production oriented manager Planning: Develop plan and ask staff to execute it Organizing: Adapt people to fit the organizational structure Staffing S/D: Stretch assignments to weed out poor performers Motivating: Carrot-and-stick approach Controlling: Monitors closely and instruct staff to take corrective action

10. @ Dr. O. C.C. Lin 2007 10 The Theory Y Leader A facilitator of people to help them achieve goal— people oriented manager Planning: Help staff members develop their plans, even if it is not supportive of organization goal Organizing: Adapts organizational structure to fit the people Staffing S/D: Selects people who will find satisfaction in the unit Motivating: Provides a helping relationship and gives encouragement Controlling: Provides the tools needed by staff for his own control

11. @ Dr. O. C.C. Lin 2007 11 The Theory Z Leader A Builder of Team to make and execute decisions toward corporate goals Planning: Uses a team approach in developing the plan Organizing: Uses a team approach in setting up organizational structure and responsibility Staffing S/D: Use a team approach in personnel selection and staff development Motivating: Seeks synergy between goals of the organization and goals of the individual Controlling: Use a team approach in analyzing deviations and problem- solving

12. @ Dr. O. C.C. Lin 2007 12 Examples of Different Leadership Styles Theory L: government agencies, public schools, research lab Theory X: business/industry, focus on profit and short term objectives Theory Y: country club, foundation, consultant agency Theory Z: organizations that have long term objectives

13. @ Dr. O. C.C. Lin 2007 13 Values of Theory Z Management 1.People and basically good 2.Treating people as persons rather than as objects 3.Viewing individuals as being in process 4.Accepting and utilizing individual differences 5.Viewing the individual as a whole person 6.Prizing authentic behavior 7.Fostering trust 8.Confronting others with difference 9.Willingness to take risk 10.Viewing process work as essential to productivity 11.Emphasis on cooperation

14. @ Dr. O. C.C. Lin 2007 14 Leadership Styles: Common Questions Are leaders born or made? Shouldn’t ones’ leadership style be modified to fit the situation? Can a person function as a Theory Z leader in a Theory X environment, or, under Theory X boss? Why is it that some Theory X managers make it all the way to the top? What should one do to become a more effective leader?

15. @ Dr. O. C.C. Lin 2007 15 A Model Manager-Leader Identity Authenticity Open Mindedness Concern for other Independence Responsibility Communication Reason Problem Solving Zest for life

16. @ Dr. O. C.C. Lin 2007 16 A brick-layer ? A Cathedral Builder?

17. @ Dr. O. C.C. Lin 2007 17 Responsibility of Manager-leader Understand your key people—their inner needs Take action to satisfy the needs Make different assignments accordingly Be your guide of behaviors Build career growth plans accordingly

18. @ Dr. O. C.C. Lin 2007 18 Leadership Style in Chinese Philosophy Lao-Tze Confucius Shen-Tze