Chapter 8
Leadership in Management
Objectives
Describe the difference between a manager and a
leader.
Name the qualities needed to be a leader.
Identify the three styles of leadership.
Illustrate the advantages of working in teams.
Chapter 8-1
The Future of Leadership
Leadership in Business
Taking a company and it’s employees in a
direction based upon a vision.
Big picture
Never lose sight of their goal.
4 Leadership Qualities
Motivation
Confidence
Communication
Integrity
MOTIVATION
Initiative - desire to take action/get things
done.
Inspire others
Creating goals
Having a vision
CONFIDENCE
Self-Confidence
How will I reach the goal?
Decisive
Ability to make mistakes and learn from
them
COMMUNICATION
A leader must be good at HUMAN RELATIONS
HR - the ability to communicate with people
Explanation of goals
Gestures, draw pictures, or tell stories to
communicate their ideas.
Listening skills
INTEGRITY
Most highly valued quality in a leader.
Holding to principles like honesty, loyalty,
and fairness.
What is the difference between initiative and
integrity?
Developing Leadership Skills
Books, videos, courses, degrees
Mentor
Join a club or organization
Volunteer for projects or activities that give
you an opportunity to lead.
Chapter 8-2
Leadership Styles
Introduction
Different leaders have different styles. Some rule with
strict discipline and watch your every move. Some are
easy going and leave you along to do your work.
Types of Leadership
Autocratic
Democratic
Free-Rein
AUTOCRATIC
LEADERSHIP
Self-ruling
Running everything yourself and answering to no one.
You make EVERY decision
You expect orders to be obeyed
Assume people don't like to work, that they avoid
responsibility, and have to be constantly monitored.
Lead through fear and intimidation
DEMOCRATIC
LEADERSHIP
Managers and employees work together to make
decisions
New ideas are encouraged
Assumes people aren't lazy and want to work
Gives employees more responsibilities
FREE-REIN
LEADERSHIP
Requires the leader to set goals for your managers and
employees and then leave them alone to get the job
done.
Shows the most trust and confidence
'hands-off leadership'
Giving managers and employees the power to run
things and make decisions - Delegating
Chapter 8-3
Leadership in Teams
SELF-MANAGED TEAMS
Work groups that supervise themselves.
Started in Japan
Role of the manager is being replaced by the team
leader
Leader is a team player
Leader doesn't answer to upper level management
Team usually works on one single project
THE ORGANIZATION OF
SELF-MANAGED TEAMS
Recognized in two ways:
1. Each team member has a special skill or
2. The team selects one team leader.
1. Special Skills
Different departments pulled together for a team
Worked on their own but expected to produce results
2. Appointing a Team
Leader
Appointed by top manager or selected by team
Encourages and fosters creativity and opportunity
Idea Behind Self-Managed Teams
They're more goal oriented
Faster and more efficient
Team members have a chance to learn each other's jobs
and obtain new skills.
It simplifies the decision-making process
Team members learn to participate and cooperate with
each other
Self-managed teams learn to solve their own problems.