Transcript BPM PP Chap11

Daily Information 1/30
Objectives:
1. Recognize
the importance
of leadership.
2. Describe
leadership
traits.
3. Identify
leadership
behaviors.
Agenda:
Warm Up:
Grab a textbook
What is a manager?
What is a leader?
How are these terms
similar and different?
Can a person be an
effective manager
without being a
leader?
1. Warm up
2. Leaders vs.
Managers P.P.
3. Activities
throughout P.P.
4. Partner review
questions
5. Class review of
questions
6. Exit Ticket
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Managers and Leaders
The Manager’s job is to plan, organize and coordinate.
The Leader’s job is to inspire and motivate.
Leadership and management must go hand in hand. They
are not the same thing, but they are linked and
complementary to each other.
**Separating the two is likely to cause more problems
than it solves.
2
Leaders Vs. Managers
Leaders
Managers
 Doing the right thing:
 Doing things right:
“What should we be
doing?”
 Focus: Vision, mission,
goals, objectives
 Long-term view
 Concerned with what
gets done
“How can we do what
we’re already doing
better?”
 Focus: Productivity and
efficiency
 Short-term view
 More concerned with
how things get done
3
Managers vs. Leaders
 The manager administers; the leader innovates
 The manager is a copy; the leader is an original
 The manager maintains; the leader develops
 The manager asks how and when; the leader asks
what and why
 The manager relies on control; the leader
inspires trust
**Come up with your own and write it down in your warm up book
4
Influencing People
POSITION POWER
comes from manager’s
position in the
organization
Power from
position
Not related to
Leadership
REWARD POWER
based on the ability
to control
rewards and punishments
Management Power
IDENTITY POWER
given to people because
others identify with and
want to be accepted by them
(experienced or well-liked)
Power from
employees
Effective
Leadership
EXPERT POWER
given to people because of
their superior knowledge
about the work
(influence behavior)
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Leadership Traits
 Drive
 Emotional stability
 Desire to lead
 Cognitive ability
 Honest/Integrity
 Knowledge of the
 Self-Confidence
business
Work with a Partner: Read through these leadership traits
and rate them in order of most important to least important to
you (1 being the most important and 7 being the least
important)
6
Leadership Behaviors
Initiating Structure Consideration
 Concern for production
 Concern for people
 Sets goals
 Friendly
 Gives instructions
 Approachable
 Sets deadlines
 Supportive
 Assigns Tasks
 Affects job satisfaction
 Affects job performance
***Leaders must also take actions that encourage people to
achieve goals. Having the right leadership traits are not enough.
Blake/Mouton Interpretation
 Blake and Mouton used the two leadership behaviors to
categorize five different leadership styles
 Both behaviors are rated on a 9 point scale, 1 represents low
and 9 represents high.
 Therefore a 9,9 or “high-high” leadership style is the best
while a 1,1 or “low-low” leadership style is the worst
 Review this grid on the next slide
Blake/Mouton Leadership Grid
Leadership Styles
 Impoverished Management (1,1)
 Country Club Management (1,9)
 Middle-of-the-Road Management (5,5)
 Authority-Compliance (9,1)
 Team Management (9,9)
According to Blake & Mouton, which one of the above have…
• Have a high concern for production and low concern for
people
• Care about having a friendly, enjoyable work environment
buy don’t really pay much attention to production
• Show a moderate amount of concern for both people and
production
Partner Review
 Pick a partner within your business group to complete
part 1 of the review questions for chapter 12.
Exit Ticket
On your 3x5 card, write the following:
1.
1-2 topics we discussed today that you are
having a hard time understanding or you
would like clarified for next class?
12
Daily Information 2/2/2015
Objectives:
1. Explain Fiedler’s
contingency
theory.
2. Describe how
path-goal theory
works.
3. Explain the
normative
decision theory.
Warm Up:
Do you believe
that you have any
of the leadership
traits learned
about last class?
If so, which ones
do you possess?
Agenda:
1. Warm up
2. Exit ticket review
from last class
3. Leadership P.P.
4. Individual
assignment
5. Partner review
questions
6. Class review of
questions
7. Venn Diagram
8. Exit Ticket
Leadership: The Situational Approach
 The third major method used in the study of leadership is
the situational approach (after traits and behaviors).
 There are three major situational approaches to
leadership:
 Fiedler’s Contingency Theory
 Path-Goal Theory
 Vroom and Yetton’s Normative Decision Model
***All assume that the effectiveness of any leadership style
depends on the situation.
Fiedler’s Contingency Theory
In order to maximize performance, leaders
must be matched to the right leadership
situation.
 Leaders are effective when the group they lead
perform well.
 Leaders are generally unable to change their
leadership styles
 Leaders are more effective when their styles are
matched to the proper situation.
Fiedler: Leaders and Situations
 Fiedler assumes leaders to be incapable of
changing their leadership styles.
 The key − matching leaders to situations…
Path-Goal Theory
 Clarify goals by solving problems and removing
roadblocks
 Increase rewards for goal attainment
 Offer something unique and valuable beyond what
employees’ are experiencing or can already do for
themselves.
Path-Goal Theory: Leadership Styles
 Directive
 Employees know precisely what is expected of them
 They have specific guidelines for performing tasks and
scheduling work
 Employees follow standards, rules and regulations
 Supportive
 Approachable and friendly to employees
 Treat employees as equals
 Results in employee satisfaction
Path-Goal Theory: Leadership Styles
 Participative
 Consult employees for suggestions and input before making
decisions
 Employees become more committed to the business
 Achievement-oriented
 Set challenging goals
 Have high expectations of employees
 Display confidence that employees will assume responsibility
and put forth extraordinary effort
Normative Decision Theory
 Helps leaders decide how much employee
participation should be used when making
decisions.
 Ranging from no employee participation to
letting employees make the entire decision
***See the “Levels of Employee Participation”
scale and “Decision Rules” in the next slides
Levels of Employee Participation
Strategic Leadership
 The ability to anticipate, envision, maintain
flexibility, think strategically, and work
with others to initiate changes that will
create a positive future for an organization
 ***It is how leaders inspire others
Visionary Leadership
 Creates a positive image of the future that
motivates employees and provides
direction for future planning and goal
setting.
There are two kinds of visionary leadership:
 Charismatic Leadership
 Transformational Leadership
Charismatic Leadership
 Create exceptionally strong relationships between
themselves and their followers.
 Have strong, confident, dynamic personalities
that attract followers to enable strong bonds.
 There are two kinds of charismatic leaders:
 Ethical charismatics: provide developmental
opportunities for followers, share information, and have
moral standards .
 Unethical charismatics: control and manipulate
followers to do what is best for themselves instead of the
organization.
Charismatic vs. Transformational
 Articulate a clear
 Generate awareness and
vision
 Model values based
on vision
 Communicate high
performance
expectations
 Establish strong
relationships with
others
acceptance of purpose and
mission
 Get employees to see beyond
their own needs for the good of
the group
 Get others to accomplish more
than they intended and even
more than they thought
possible
Individual Assignment
Review your notes and in your own
words, explain how visionary leadership
(i.e., charismatic and transformational
leadership) helps achieve strategic
leadership.
**Turn this in for a grade
Partner Review
 Pick a partner within your business group to
complete part 2 of the review questions for
chapter 12.
Create a Venn Diagram
 Based on the information that you learned about
leaders and managers, create a Venn Diagram of the
two.
 What is a Venn Diagram?
 Uses intersecting circles to illustrate the similarities,
differences, and relationships between groups.
Similarities between groups are represented in the
intersecting portions of the circles, while differences are
represented in the non-intersecting portions of the
circles.
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Chocolate
Peanut Butter
30
Exit Ticket
On your 3x5 card, write the following:
1.
1-2 topics we discussed today that you are
having a hard time understanding or you
would like clarified for next class?
31
Daily Information 2/3/2015
Objectives:
1. Explain the
difference between a
manager and a
leader.
2. Describe leadership
traits and behaviors.
3. Explain the
difference between
the three situational
approaches to
leadership.
Warm Up:
Complete your
Venn Diagram
from last class
and turn in if you
have not already
done so.
Agenda:
1. Warm up
2. Exit ticket
review from
last class
3. Study Guide
4. Class review
of study
guide
5. Quiz next
Class!!
Daily Information 2/2/2015
Objectives:
1. Explain the difference
between a manager
and a leader.
2. Describe leadership
traits and behaviors.
3. Explain the difference
between the three
situational
approaches to
leadership.
Warm Up:
Agenda:
Chapter 12 Quiz
Today!!
1. Warm up
2. Ch. 12 Quiz
3. Case
Assignment
Take out your
study guide. You
have 15 to review.
Case Assignment
 Read through the case individually and
answer the follow-up questions