1. Kay 235: Introduction to Management Lecture 8 Subject: Leadership Reading: Starling, Chapter 8

3. Leadership Lead and motivate people Obtain their active commitment to a course of action Requires the knowledge of human behavior and motivation People skills Diagnosing problems and taking action

4. Leadership Is often the single most critical factor in the success or failure of an endeavor Ataturk and the Turkish War of Independence Winston Churchill and WWII

5. Leadership Skills of Understanding what leadership style(s) are effective in different situations Managing communications within the organization Working with the people, for the people

6. Leadership The process of influencing the activities of a group for goal attainment Contingency Approach: L=f(l,f,s). Leader Follower Situation (Circumstances, resources…)

7. Leadership Trait vs. Contingency approach Born with vs. Learned? Task vs. Relationship Behavior

8. Leadership Why don’t we have enough leaders? Schools and employers tell young people that we need more technicians and professionals than leaders People are educated as technical advisors to leaders, not as leaders

9. Some Leadership Traits/Skills? Transferable between situations Research on leadership is unable to produce only one personality trait or set of qualities, but…related skills are: Self-confidence Effective communication Intelligence Maturity Drive Pro-activity Objectivity Managing Groups

10. Concern for task: Low Concern for task: High Concern for people: High Human relations style “Supporting” Upside: Trusts people and primarily concerned with developing them as individuals Downside: Harmony as the primary interest; doesn’t get the job done Participative style “Coaching” Upside: Good in motivating others, prefers team management, compromises Downside: Poor decision- maker, allows various external influences to shape decisions Concern for people: Low Hands off Style “Delegating” Upside: Delegates authority, primarily interested in rules and procedures Downside: Shirks from responsibility Autocratic style “Directing” Upside: Knows what (s)he wants and how Downside: Has no confidence in others; unpleasant

11. Leadership Styles Four basic leadership styles Supporting (human relations) Coaching (participative) Delegating (hands off) Directing (autocratic)

12. Leadership Styles The crucial point: The effectiveness of managers depends on whether the style they use is appropriate for their situation Right combination for the right situation

13. Leadership Styles Variables to look at: Culture Nature of work Expectations Maturity of their Superiors Subordinates Co-workers

14. Motivation in Organizations Management is a team activity Most people work at only 20-30% of their ability If highly motivated, this can be increased to 80- 90% The importance: one of the two primary ways to elicit better performance The other one: training

15. Motivation in Organizations Motivation Theories Hawthorne effect Importance of informal groups Maslow: Hierarchy of needs Physiological, security, social, self-esteem, self- actualization Social: groupthink Lesson: Different people need different treatment: Logic+Feelings

16. Motivation Theories Theory XTheory Y Dislike work Lack ambition Irresponsible Resistant to change Prefer to be lead Willing to work Willing to accept responsibility Capable of self-direction and self-control Capable of creativity

17. Communication Its pivotal role The essence of communication Nonverbal language Body language, tone, dressing…

18. Example: Babies

20. Communication Common mistakes Goobledygook Use circumlocution and jargon Hard to understand Missing opportunity to lead

21. Managing Groups Importance of Groups Buffering: The crucial link between the individual and the larger organization Fulfillment, friendship, protection Efficiency/ Productivity concerns Downside: Groupthink

22. Stages of group development Forming Getting acquainted Learning acceptable/ unacceptable behaviors Storming Disagreement over objectives and methods Conflict and hostility

23. Stages of group development Norming Resolving conflicts, emergence of harmony Common vision, norms and values Performing Accomplishing goals

24. Types of groups Functional Groups The manager and her subordinates in the formal chain of command The importance of group cohesiveness Downside: Social deviants, social isolates

25. Downsides of Functional Groups Social deviants A person who is unwilling to follow an important norm of the group Social isolates Carried further, a member who fails to follow several norms of a group where other members are less tolerant

26. Types of groups Task Forces For unfamiliar or complex problems Diversity of skills Made up of from many organizations/ departments Risks of interagency conflict

27. Managing Meetings Meetings Is this meeting really necessary? Are they going to decide on something? Let the agenda known in advance With a list of attendees Are the participants ready to contribute? Did they do their homework?

28. Leading Change Organizational change The adoption of a new idea or behavior by an organization Responding to the environment through internal innovation and change Environmental forces Clients, technology, economy, international arena… Internal forces