1. Welcome to MT 140 Introduction to Management Unit 5 Seminar Leading Bill Okrepkie WOkrepkie@kaplan.edu bokrepkie@rap.midco.net AIM - WSOkrepkie (605) 342-1689 (h) (605) 390-0466 ©

2. Agenda General Questions and Announcements Review of last week’s work What People Want from Leaders Types of Leaders Leadership Traits Conclusion of Seminar

3. Did I Answer all your questions from last week.

4. Review of last week’s work Organizational Structures -Two Broad Structures: Mechanistic-Formal, Organic-informal Differentiation versus Specialization: -Differentiation is job specialization. -Specialization refers to many different units that work on many different kinds of tasks, using different skills and work methods. Hierarchical lines of authority: Vertical and Horizontal. Span of Control: Determines a manager’s authority. Delegation – Responsibility, Accountability, Authority Decentralization

5. Discussion Question You were to pick a job or position (paid or unpaid) that you have held in which you delegated to others or had responsibilities delegated to you. Then describe your experience with delegation in terms of what went well and why, or what did not go as expected. Finally, what could have improved the chances of a successful outcome in that particular situation? Your thoughts

6. Assignment How did you create a new position between the CEO and the location managers? How would this help the business to grow? Did you promote an existing manager the best place to fill this position or what alternative source to fill the position? Who within the company should make these decisions? What did your levels of authority (management) that Sandwich Blitz, Inc. would have if the new position is created?

7. Unit 5 - Leading

8. Unit 5 Objectives During this unit we will: 1. Designate conclusions to management issues 2. Discuss the difference between managing and leading 3. Identify aspects of employee motivation

9. Key Concepts Leading is one of the four primary functions of management. Effective leaders are talented in combining strategy and interpersonal skills to formulate plans and implement strategies that create positive results. There are key similarities and differences between leading and managing. Managers can employ practical, effective techniques for increasing people’s effort and performance.

10. Who comes to mind when you think of a great leader?

11. My examples George WashingtonMartin Luther King Abraham LincolnJFK ChurchillJoe Montana FDRPaton Manning PattonHitler NimitzStalin GhandiJames Jones

12. What do they all have in common? They all were able to get extraordinary thing done within the team, group, organization by: -Values into actions -Visions into realities -Obstacles into innovations, -Separateness into solidarity -Risks into rewards Turn challenging opportunities into successes Kouzes, J. and Posner, B. (2007). Leadership Challenge 4 th Ed (p. xi). Jossey-Bass, San Francisco, CA.

13. Characteristics of Admired Leaders Consistent over timeBroad-minded HonestSupportive Forward lookingDependable InspiringCooperative CompetentCourageous IntelligentDetermined Fair-mindedCaring Straight forwardImaginative MatureAmbitious LoyalSelf-controlled Kouzes, J. and Posner, B. (2007). Leadership Challenge 4 th Ed (p. 30). Jossey-Bass, San Francisco, CA.

14. Personal Competencies How we manage ourselves Self-Awareness -Emotional self-awareness – gut sense -Accurate self-assessment – know your own strengths and weaknesses -Self-confidence – one’s self worth and capabilities Self-Management -Emotional self-control -Transparency -Adaptability -Achievement – inner standards of excellence -Initiative – seize opportunities Goleman, D., Boyatzis, R., and McKee, A. (2002). Primal Leadership. Realizing the Power of Emotional Intelligence (p. 39). Boston: Harvard Business School Press.

15. Social Competence How we manage relationships Social Awareness -Empathy – understand their perspective, active interest, etc -Organizational awareness – currents, networks, policies -Service – meeting needs of the team Relationship management -Inspirational leadership – guiding and motivating -Influence – different tactics for persuasion -Developing others – feedback and guidance -Change catalyst – leading in a new direction -Conflict management – resolving disagreements -Teamwork and collaboration – teambuilding Goleman, D., Boyatzis, R., and McKee, A. (2002). Primal Leadership. Realizing the Power of Emotional Intelligence (p. 39). Boston: Harvard Business School Press.

16. Power: Five Sources Legitimate Power: right and authority Reward Power: controls rewards Coercive Power: punishment control Referent Power: motivational Expert Power: One in which the leader has certain expertise or knowledge that influences others to follow in order to gain this knowledge or expertise.

17. Leadership Styles Visionary -How it builds resonance – shared dreams -Impact – most strongly positive -When appropriate – a new vision or direction is needed Coaching -How it builds resonance – person’s wants with team’s goals -Impact – strongly positive -When appropriate – builds long term capabilities Affiliative -How it builds resonance – connects people -Impact - positive -When appropriate – heals rifts, helps during stressful times, connections Goleman, D., Boyatzis, R., and McKee, A. (2002). Primal Leadership. Realizing the Power of Emotional Intelligence (p. 55). Boston: Harvard Business School Press.

18. Leadership Styles, Cont. Democratic -How it builds resonance – values people’s input -Impact – positive -When appropriate – build buy-in or consensus Pacesetting -How it builds resonance – meets challenging goals -Impact – often highly negative -When appropriate – need high quality results from motivated team Commanding -How it builds resonance – gives clear direction in an urgent situation -Impact – often highly negative -When appropriate – crisis, turnaround, problem team member Goleman, D., Boyatzis, R., and McKee, A. (2002). Primal Leadership. Realizing the Power of Emotional Intelligence (p. 55). Boston: Harvard Business School Press.

19. Types of leaders Charismatic Leaders: Leaders who are dominant, self- confident, convinced of the righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers. Transactional Leaders: Leaders who manage through their transactions, using their legitimate reward, and coercive powers to give commands and exchange rewards for services rendered. Transformational Leaders: Leaders who motivate people to transcend their personal interests for the good of the group.

20. You all did great today! I can hardly wait until next week. Any questions from this seminar

21. It looks like the hour is up. I hope this session was valuable to you and I look forward to seeing you next week. Have a great week and weekend.