MANAGERIAL LEADERSHIP DYNAMICS

MANAGERIAL LEADERSHIP DYNAMICS INTRODUCTION A Leader is a person who can lead and influence a group of followers to achieve some common objectives of the organization The leader must also possess excellent management skills to use the available resources efficiently to achieve the desired objectives However, the fast changes that frequently occurs in an increasingly connected world environment demands a need for leaders in a modern world to develop unique capabilities to deal with the challenges of the times An individual can develop his /her leadership and management skills through continuous learning and nurturing of such leadership qualities through training and application OBJECTIVES At the end of the training, participants will be able to :1 Explain the different leadership theories Develop effective leadership and management skills Lead a team successfully to achieve pre – determined Objectives Develop a culture of excellence COURSE OUTLINE : PART : THE COMPONENTS OF AN ORGANIZATION PART : MANAGEMENT FUNCTIONS PART 3: WHAT IS A LEADER ? PART : LEADERSHIP THEORIES PART : LEADERSHIP TYPES PART : LEADING TEAMS PART : CULTURE OF EXCELLENCE PART THE COMPONENTS OF AN ORGANIZATION STRUCTURE LEADERS FOLLOWERS CUSTOMERS STRUCTURE The structure gives the organization it's form (bureaucratic, dynamic ) and dictates the way the management will interact internally and externally LEADERS Leaders determine the ultimate effectiveness of the organizations as the character and skills that they bring determine the way problems are solved and tasks are accomplished FOLLOWERS Respond to the structures and the leaders FUNCTIONAL ( Vertical) & MATRIX ( Project teams) STRUCTURE Board of Directors Managing Director Sales & Service Manager Customer Service Manager Matrix Structure Technical Manager Training Manager IT Solutions Manager Finance Manager TR/A IT/A F/A Vertical Structure Project Team A Efficiency SS/A CS/A TL/A Project Team B TCE SS/B CS/B TL/B TR/B IT/B F/B STRATEGIC BUSINESS UNITS STRUCTURE Chief Executive Officer Strategic Business Units ( By Products or subsidiaries) Marketing (Product A) Chief Operating Officer Chief Operating Officer (Product A) (Product B) Sales (Product A) Design (Product A) Quality (Product A) Marketing (Product B) Chief Financial Officer Sales (Product B) Chief Technology Officer Design (Product B) Quality (Product B) SBU structures are more flexible and innovative They can detect and exploit market opportunities in their respective consumer base faster than the more centralized functionally structured organizations PART WHAT IS A LEADER ? LEADER A leader is someone who leads Lead : i- to direct on a course Directing a group on a certain direction to achieve some common objectives ii- to serve as a channel To facilitate a group to achieve some common objectives # – POWER & INFLUENCE THEORY # 4- LEADER’S POWER Power is defined as the ability to influence others, beliefs,attitudes & actions 1) LEGITIMATE POWER 2) OWNERSHIP POWER Power that is inherent from a formal organization & the authority that is granted to it Power evolves from the ownership of resources 3) EXPERTISE POWER Power may be rooted in the knowledge and skills of an individual 4) REFERENT POWER Power that results from the leader’s characteristics ( or charisma), that commands subordinates identification with, respect & admiration for, and a desire to emulate the leader Power that arises from the leader’s ability to confer rewards 5) REWARD POWER 6) COERSIVE POWER Leader’s ability to confer Punishment to secure cooperation & compliance PART LEADERSHIP TYPES LEADERSHIP TYPES CHARISMATIC Followers makes attributions of heroic or extraordinary leadership abilities when they observe certain behaviors TRANSACTIONAL Leaders who guide and motivate their followers in the direction of established goals by clarifying role and task requirement They results oriented TRANSFORMATIONAL Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma They motivate their members with shared vision The ability to create and articulate a realistic, credible, attractive vision of the future for an organizational unit that is greatly improve from the present VISIONARY LEADERSHIP Notes PART BUILDING TEAMS TEAM A team consists of or more individuals working together and jointly contributing their : DISTINCTIVE COMPETENCY Knowledge Time Personal , Team & Organization Objectives Experience Resources Team CARE TRUST Effort Skills to achieve shared desired objectives, which if perform by themselves would not have been possible ACHIEVEMENT 4.PERFORMING 3.NORMING 2.STORMING 1.FORMING DISTINCTIVE COMPETENCY & CORE COMPETENCY WINNING STRATEGY KEY STAGES OF TEAM WORK Strategy, Resources, Capabilities, and Competencies Core Competency Integrate Skills and Technologies into  Products to Create Value for Customers A Core Competency is a deep proficiency that  embodies an organization's collective learning,  particularly of how to coordinate diverse  production skills and integrate multiple  technologies, to deliver unique value to it's  customers.  Core Competencies also contribute substantially to  the benefits a company's products offer customers.  A company's Core Competency is hard for  competitors to copy or procure.  http://www.bain.com/publications/articles/management-tools-2011-core- Distinctive Competency Unique Capabilities to Make Inroads into Desired  Markets Distinctive competence is a set of unique capabilities  that certain firms possess allowing them to make  inroads into desired markets and to gain advantage  over the competition; generally, it is an activity that a  firm performs better than its competition http://www.enotes.com/biz-encyclopedia/distinctive-competence PART CULTURE OF EXCELLENCE ORGANIZATIONAL CULTURE “ the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization." Individual Values & Beliefs Habits Culture Individual Values & Beliefs Habits Black, Richard J (2003) Organizational Culture: Creating the Influence Needed for Strategic Success, London UK, ORGANIZATIONAL CULTURE Indian Culture Malay Culture Chinese Culture Organization Vietnamese VALUES Filipino Culture HABITS Organization Culture Customers Culture Other Culture THANK YOU [...]... essence for effective control) PART 4 LEADERSHIP THEORIES What is Leadership all about ? What ? Leadership is about the skills of a leader in leading a group or a team to achieve commonly shared objectives How ? The manner and approach of a leader in providing direction, implementing plans, and motivating people are called the Leadership Styles 4 Main Groups of Leadership Theories :1- Trait Theory... leader’s ability to confer rewards 5) REWARD POWER 6) COERSIVE POWER Leader’s ability to confer Punishment to secure cooperation & compliance PART 5 LEADERSHIP TYPES LEADERSHIP TYPES 1 CHARISMATIC Followers makes attributions of heroic or extraordinary leadership abilities when they observe certain behaviors 2 TRANSACTIONAL Leaders who guide and motivate their followers in the direction of established... decision making authority The leader allows the employees to make the decisions However, the leader is still responsible for the decisions that are made # 3 – CONTINGENCY THEORY # 3- SITUATIONAL LEADERSHIP STYLES LEADERSHIP STYLES OF LEADER’S DEVELOPMENT LEVELS OF SUBORDINATES EMPOWERMENT Development Level 5 Allow subordinates to develop and implement initiatives that are authorized and aligned with organization... Groups of Leadership Theories :1- Trait Theory -what type of person makes a good leader? 2- Behavioral Theory - what does a good leader do ? 3- Contingency Theory - how does the situation influence good leadership? 4- Power and Influence -what is the source of the leader's power? # 1 – TRAIT THEORY TYPES OF PERSONALITY ATTRIBUTES Personality attributes facilitates the identification, explanation & predicting... Objectives Board of Management General Manager Production Manager Marketing Manager Sales Manager Human Resource Manager Subordinates Subordinates Subordinates Subordinates Finance Manager Subordinates SERVANT LEADERSHIP anyone at any level that are respected and leads by meeting the needs of the team PART 3 MANAGEMENT FUNCTIONS Functions Responsibilities 1) PLANNING i) Planning increases chances of success... learn through teaching, training & coaching Employees are not afraid to take risks, make mistakes, learned and succeeding in their work ARE MANAGERS LEADERS?/ LEADERS MANAGERS ? A person who occupies a managerial position in a management hierarchy is called a manager and the function is to manage the available resources effectively Organization Objectives Board of Management General Manager Production... their members with shared vision The ability to create and articulate a realistic, credible, attractive vision of the future for an organizational unit that is greatly improve from the present 4 VISIONARY LEADERSHIP Notes PART 6 BUILDING TEAMS TEAM A team consists of 2 or more individuals working together and jointly contributing their : DISTINCTIVE COMPETENCY Knowledge Time Personal , Team & Organization