IMPORTANCE OF LEADERSHIP

LEADERSHIP IN BUSINESS

• Leader earns respect
• Leader encourages cooperation
• Employees respond to leaders

LEADERSHIP

• Ability to influence individuals and groups
• Cooperatively achieve common goals

HUMAN RELATIONS

• How well people get along
• While working together
• Respect = work well together
• What happens in a negative environment?
• Best leaders teach human relation skills

LEADERSHIP CHARACTERISTICS

• Encourage employees to do their best
• Must meet needs of company and workers
• Creative positive work environment
• Employees should enjoy going to work
• Must understand what needs to get done

MANAGEMENT POWER

• Ability to control behavior
• Managers obtain power in many ways

POSITION POWER

• Position manager holds in company
• Power to give directions
• Expect employees to complete job
• Only effective for workers under supervision

REWARD POWER

• Manager's control of rewards and punishments
• Get new equipment, preferred work schedule
• Pay increases
• Can penalize for poor work

EXPERT POWER

• Manager's knowledge and skill
• Earned due to superior knowledge
• Workers turn to expert for help
• Can influence behavior because of skill

IDENTITY POWER

• Others identify with
• Want to be accepted by
• Employees perception of manager
• Workers want to impress

USING POWER

• Position and reward not earned
• Expert and identity earned
• Determined by employees
• Other employees can hold power
• Can be disruptive

DEVELOPING LEADERSHIP

LEADERSHIP IN BUSINESS

• Are people born leaders?
• Who needs to be a leader?
• Often a criteria in hiring

HUMAN RELATIONS

• Self understanding
• Understaning others
• Communication
• Team building
• Developing job satisfation

SELF UNDERSTANING

• Awareness of your attitudes
• Awareness of your opinions
• Awareness of your leadership style
• Awareness of your decision making skills
• Relationships with other people

UNDERSTANDING OTHERS

• Everyone is different
• Can't treat everyone the same
• People communicate differently
• People prefer different motivaters
• Find best way to work each employee

COMMUNICATION

• Effection communication is essential!
• Must determine what info to communicate
• Must determine methods to communicate
• Language and methods are important

TEAMBUILDING

• Getting people to support same goals
• Working well to accomplish goals
• People want to feel part of the team
• Less monitoring needed with teamwork

JOB SATISFACTION

• List things that lead to job satisfaction.
• In small groups, brainstorm.
• Can use real examples.

DEVELOPING SATISFACTION

• Satisfaction can vary day to day
• What factors affect satisfaction?
• Must be aware of employee differences
• Can determine creation of teams
• Must consider when assigning tasks

LEADERSHIP STYLES

MANAGEMENT VIEWS OF EMPLOYEES

• Good managers know their employees
• Adjust style to the people they supervise
• Adjust style depending on situation

CLOSE MANAGEMENT

• Belief that employees need to be closely monitored
• Believe that employees are not motivated
• Don't believe employees will take iniative
• Closely supervise and control employees
• Use rewards and punishments to motivate

LIMITED MANAGEMENT

• Belive employees enjoy their jobs
• Believe the are self motivated
• Don't need close supervision and control
• Ask employees for ideas
• Given a great of control over own work

FLEXIBLE MANAGEMENT

• Adjust approach depending on situation
• Flexible managers often most succesful
• Work with employees to determine best style
• Experienced vs inexperienced employees
• Managers can impact if employees like their job

LEADERSHIP STYLES

• Autocratic
• Democratic
• Open
• Situational
• Way a manager supervises employees

AUTOCRATIC LEADERSHIP

• Gives direct, clear, precise orders
• Detailed instructions
• What, when, and how work is to be done
• With problems, employees look to manager
• Efficiency is one reason for this style

DEMOCRATIC LEADER

• Encourages workers to share
• Empower employees
• Discuss problems and solutions
• Not all people like participation
• Some just prefer directions

OPEN LEADER

• Gives little or no direction
• Decisions left to employees
• Little management oversight
• Manager steps in with big problems
• Works best with experienced workers

SITUATIONAL LEADER

• Matches style to situation
• Most effective style
• Must understand employees

EMPLOYEE ISSUES

BALANCING WORK AND PERSONAL LIFE

• Personal/family issues important to employees
• Some issues are impossible to not bring to work
• Some issues can affect workplace
• Most issues resolved without manager actions
• Manager needs to be understanding/sympathetic

HANDLING PERSONAL PROBLEMS

• Personal issues affecting workplace more
• Drug/alcohol abuse, financial, relationships
• Can affect performance of employee and team
• Can affect morale of entire staff
• Managers need to step in and assist

EMPLOYEE ASSISTANCE

• EAP
• Confidential assistance
• Counseling and support
• Managers need to inform staff
• Might need to make schedule changes

NEED FOR WORK RULES

• Prescribed guides for actions/conduct
• Describe expectations/offer guidance
• Work Rules -regulations for workplace
• Maintain an effective working environment

DEVELOPING WORK RULES

• Identify expected behaviors
• Hours of work
• Care of equipment
• Worker safety
• Relationships among employees

DEVELOPING WORK RULES

• Labor Unions
• Organization of workers
• Discuss issues with management
• Labor Agreement
• Contract explaining rules/expectations

RULES VIOLATIONS

• Must have procedures set
• Clear, specific, well communicated
• Enforced fairly and equitably
• Violations must be dealt with directly
• Procedures can vary and depend on severity

EFFECTIVE LEADERSHIP

• Hot stove principle
• Immediate feedback and reprimand
• Effective leaders handle issues confidently
• Contine to learn and improve leadership skills