Provide Leadership in Your Area of Responsibility

1. Provide Leadership in Your Area of Responsibility Gill Bailey Management Trainer

2. Learning Outcomes • Recognise the difference between leadership and management • Know when and how to apply a particular leadership style in the workplace • How to select different methods of communication • Managing the challenges and motivation of employees

3. Who Are Managers? • Manager • Someone who works with and through other people by co-ordinating and integrating their work activities in order to accomplish organisational goals.

4. Levels of Management TopManagementPresident, CEO,ExecutiveVice Presidents Middle ManagementPlant Managers, Division Managers,Department Managers First-Line ManagementForepersons, Supervisors, Office Managers

5. ManagementFunctions Management process:planning, organizing, leading, and controlling

6. MANAGEMENT FUNCTIONS rganising lanning nforming upervising valuating ecognising O P I S E R

7. TIME MATERIALS MONEY PEOPLE SPACE COMMUNICATION

8. Distribution of Time per Activity by Organizational Level Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103.

9. Manager V Leader • Administers • Maintains • Focuses on systems • Relies on control • Keeps an eye on the bottom line • Does things right • Innovates • Develops • Focuses on people • Inspires trust • Has an eye on the horizon • Does the right thing

10. Leadership The ability to influence behaviour towards the achievement of results

11. Action Centred Leadership John Adair’s Theory ACHIEVING THE TASK

12. CONTINGENCY LEADERSHIP Model of Tannenbaum & Schmidt Autocratic Democratic USE OF AUTHORITY BY MANAGER AREA OF FREEDOM FOR SUBORDINATES TELLS SELLS CONSULTS SHARES DELEGATES

14. Selecting Leadership Styles Applying the appropriate leadership style at the development levels

15. Leadership skills and attributes Personal achievements – a history of success Managing skills – planning, organising, co-ordinating, monitoring, controlling Personal attributes – dependable, consistent, integrity, determination, integrity, confidence, inspirational, respect People skills – communication, time management, problem solving, decision making, counselling, facilitating, coaching, mentoring, empathy

16. Context of the working environment The key factors in the working environment • Organisational values • Vision and mission • Strategic objectives • Culture • Limitations of your own role

17. Organisational values Influenced by the: • People who work in it • Wider world that it operates in • People who use its services and products Values are different viewpoints • Societal - culture established within • Organisational -established by founders/owners • Group – departmental or team work method • Individual – own belief

18. Vision and Mission Organisations vision – mission, values and broad aim Organisational mission • Purpose – what are we here to do? • Values – how shall we do it? Vision or mission statements should be compelling -Short, capturing the prime reason the organisation exists and what it aspires to achieve

19. Levels of culture OrganisationalCulture “The way we do things around here” The ‘glue’ binding the disparate parts (or the oil that keeps them moving). The interpretive part of organisational behaviour: It explains, gives direction, sustains energy, commitment, and cohesion. Schein’s layered conceptualisation of culture

20. Authority and Power The limits of manager’s authority define what a manager is allowed to make decisions about or control, and what they may not. • Position power • Expert power • Personal power • Responsibility What information do you have access to, which your work team or other people in the organisation do not normally receive? To what extent can you decide the type and amount of work others have to do? Who in the organisation are you able to influence, apart from your work team? What percentage of your power is the result of your 1. Position 2. Expertise 3. Personality? www.linqs.co.uk

21. SMART objectives specific measurable achievable realistic time-bound S M A R T

22. Why SMART? SMART objectives are challenging, and allow progress and success to be measured against pre-determined benchmarks.

23. Specific • Is the objective precise and well-defined? • Is it clear? • Can everyone understand it?

24. Measurable • How will the individual know when the task has been completed? • What evidence is needed to confirm it? • Have you stated how you will judge whether it has been completed or not?

25. Achievable • Is it within their capabilities? • Are there sufficient resources available to enable this to happen? • Can it be done at all?

26. Realistic • Is it possible for the individual to perform the objective? • How sensible is the objective in the current business context? • Does it fit into the overall pattern of this individual’s work?

27. Time-bound • Is there a deadline? • Is it feasible to meet this deadline? • Is it appropriate to do this work now? • Are there review dates?

28. John Adair’s Theory ACHIEVING THE TASK

29. Motivation Model

30. Maslow’s Hierarchy of Needs Theory focused on individual needs – or the self.

31. Maslow’s Categories of Needs • Physiological needs Food, sleep, shelter and physical movement • Safety needs Freedom from fear or harm, stability, predictability • Social needs Friendship, acceptance, love, camaraderie, and teamwork • Self-esteem needs Internal factors - self-respect, autonomy, and achievement. External factors - status, recognition, and attention • Self-actualization needs The fulfillment of human potential and personal growth, self fulfillment As a manager you should understand where person is in hierarchy & focus on satisfying needs at or above that level

32. Herzberg’s Two-Factor Theory Focused on the organization’s effect on the individual • Factors related to job satisfaction and job dissatisfaction • Intrinsic factors (motivators) lead to satisfaction, but absence does not necessarily lead to dissatisfaction. • Extrinsic factors (hygiene factors) when adequate may eliminate job dissatisfaction but do not necessarily increase job satisfaction. • Factors that lead to job satisfaction are separate & distinct from those that lead to job dissatisfaction • To motivate people Herzberg suggests emphasizing motivators

33. Two–Factor Theory (cont’d)

34. Vroom’s Expectancy Theory Focuses on outcomes linked by effort Managers should consider the attractiveness of rewards to employees management of performance individual employee perception of performance and reward and goal satisfaction outcomes

35. Responding to challenges Structured approach to problem solving: • Define the problem • Identify the outcome you want to achieve • Gather information on the problem • Evaluate your options • Decide what would best achieve the desired outcome • Implement the solution • Monitor and evaluate how it is working

36. Causes of Conflict in Organisations

37. Communication Process Sender Encoding Medium Decoding Receiver Message Feedback Communication is a 2-way process

38. Barriers to Communication

39. Building Effective Working Relationships When building effective relationships both within and outside of the team the leader needs to develop and use key communication skills: • Active Listening • Effective Questioning • Acute Observation • Constructive Feedback

42. Myths • Myth – Leadership is a rare skill • Reality – Everyone has leadership ability • Myth – Leaders are born, not made • Reality – People can learn to become effective leaders • Myth – Leaders are only created by extraordinary circumstances & great events • Reality – Leaders function in a variety of circumstances • Myth – Leadership exists only at the top of the organisation • Reality – Organisations have many leadership roles at all levels of the organisation • Myth – Leaders are charismatic • Reality – Many leaders are all-too-human, flawed, fallible & have no particular charm

43. The One Minute Leadership Course • The six most important words “I admit I made a mistake” • The five most important words “I am proud of you” • The four most important words “What do you think?” • The three most important words “Would you please?” • The two most important words “Thank you” • The one most important word “We” • And the least important word “I”

44. Leadership Evidence • Vision/Policy Statement – Operational Plans • Presentations/Team Briefings • Bulletin / Newsletter • Diaries / Schedules • Minutes / Notes of Meetings • Development Plans/proposals/evaluation notes for new ideas • Appraisals ref Leadership skills • Evidence of Sorting Problems (verbal / written) • Critical incident notes/letters/minutes