Chapter 12 Leadership

Leadership

• Definition :
• Leader is the one who obtains followers, influence them in setting and achieving objectives.
• Leaders set goals , new directions, challenge the way things are done.
• Leaders inspires n motivate ppl

Leaders vs Managers

• Leaders
• Inspire and motivate
• Explain why are we doing it
• ask questions
• leadership = doing right things
• develop visions and strategies
• Managers
• direct and control
• explain what to do
• give directions
• management = doing things right
• develop policies and procedures

Formal vs Informal Leader

• Formal Leader
• usually a manager
• recognized as one with a position and title that reflects that individuals status
• Informal Leader
• Shows many characteristics of the formal leader
• but is X recognized as a leader by an organisation
• holds no title or authority

Leadership Styles

• Autocratic Leadership Style
• centered on the boss
• doesn't involve others in decision making process
• employees are directed to implement the leaders decisions (follow)
• one way communication
• ​​​​​​​Eg : Adolf Hitler
• Effective when :
• new, untrained staff
• staff do not respond to any other leadership style
• limited time when making decision
• managers power challenged by staff
• Ineffective when :
• staff become dissatisfied, fearful
• staff expects/wants there opinion to be heard

Slide 5

• Participative Leadership style
• democratic leadership style
• Employees are involved in decision making process
• Decision based : staff's ideas and feed backs
• Leaders keep staff informed (abt everything that affects their work & shares decision making and problem solving responsibilities)
• Results : hving employees - skilled, motivated and experienced
• Eg : Barak Obama, Mahatma Gandhi

Slide 6

• Effective when :
• Employees are skilled, motivated and experienced
• wants staff to share in decision-making & problem-solving duties
• wants to encourage team building and participation
• Ineffective when :
• It's more easier and cost-effective when the manager makes the decision
• can't afford mistake (一定要完美计划)
• Not enough time to get everyone's input

Slide 7

• Situational Style
• Definition : Is the adjustment of a leadership style to specific situation to reflect employees needs
• DIRECTIVE BHV = order
• SUPPORTIVE BHV = providing support/guidance

Slide 8

• 
• R1 :
• F lack of knowledge,skills or confidence to work on own
• need to be pushed to finish task
• R2 :
• willing to work on task
• but not enough skills,knowlege
• R3:
• ready n willing to work on task
• more skills but still not confident with their abilities
• R4:
• able to work on own
• High confidence, strong skills
• committed to the task

Slide 9

• 1) Telling / Directing : Leaders tell their followers what and how to do.
• High Directive Bhv
• Low Supportive Bhv
• 2) Selling /Coaching : Leaders provide info and direction, there's more communication with followers
• H Directive Bhv
• H Supportive Bhv
• 3) Participating/ Supporting : L focuses more on the relationship and less on direction. Works with the team, shares decision making responsibilities
• L Directive Bhv
• H Supportive Bhv
• 4) Delegating : Pass most responsibilitiess onto the follower/group. L still monitors progress, but less involved in decisions
• L Directive Bhv
• L Supportive Bhv

Slide 10

• 1 & 2
• focused on getting task done
• 3 & 4
• more concerned about developing team members' abilities to work independently
• Choice of leadership bhv depends on the followers' readiness level (situation) / maturity level , which is :
• 1. Level of ability :
• Group knowledge, skills and experience to accomplish a task
• 2.Level of willingness :
• the willingness of group members
• Eg : lvl of confidence, commitment and motivation to accomplish the task

Leadership Traits

• Trait theories :
• says that effective leaders possesd (have) a similar set of traits/ characteristics.
• Trait :
• are relatively stable the characteristics, such as abilities, psychological motives or consistent patterns of bhv

Slide 12

• 1.Skilled communicator
• expressive in communicating the organization's goals and objective
• send clear signals abt what must be done
• must listen when other disagree
• or have different ideas
• 2. Skilled Decision Maker
• ability to make decisions
• what a leader does, and what a leader can accomplish for the organization

Slide 13

• 3. Future Thinker
• to be honest, have visions
• understand where the organization is moving to
• unfortunately, future thinking is not a characteritstics many keaders demonstrate, L are often caught up in the day-to-day operations that they fail to take time and look into the future
• 4. Responsible
• hv sense of responsibility
• integrity and honesty
• take responsibility for all consequences of their decision
• results were other fault but will take all the blame
• immdediately take action to correct situation

Slide 14

• 5. Motivational - motivation helps to generate enthusiasm among followers to achieve future goals.
• - A good leader is able to understand and explain follower’s motivational pattern.
• Show appreciation
• effort appreciated , they feel noticed
• lowkey : thankyou, delivered in person
• Help subordinates to develop "mastery"
• develop "mastery" of their chosen area of career
• they want to improve their knowledge and skills & broaden their experience
• encouraging exploration, encouraging informal learning, encouraging the setting of challenges for individuals and teams, analysing and learning from good/back experience
• encouraging individuals and teams to seek performance feedback
• Share the big picture
• L needs to make sure that the big picture is communicated across the organization quickly and frequently