CHAPTER
6
Leadership and
Management Skills
Chapter Objectives
1.
2.
3.
4.
5.
6.
Identify the functions of a leader.
Understand major theories of management.
Explain the concept of strategic leadership.
Develop goal-setting skills based on vision and values.
Collect knowledge about the organizational needs.
Demonstrate leadership competence by empowering
others.
7. Manage leadership anxieties.
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Four Functions of Management
Planning: set goals and outline steps to reach goals
Organizing: accumulate and coordinate resources
Motivating: generate commitment and support
Controlling: use authority and power to ensure plan
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Leadership Skills
Technical Skills
 Ability to use data, information,
technology,
and other innovations.
Human Skills
 Ability to work with people to
accomplish goals.
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Managers and Leaders
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Kuhnert and Lewis’s Leadership
Theories
Transactional Leadership Theory
Based on exchanges for mutual gain
Works if each party has something the other wants
Transformational Leadership Theory
Reaching goals through appeals to deep-seated
values
The leader inspires others by example
Leader has a talent for motivating others
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Leadership Behaviors Include:
Influencing others to achieve a goal
 Motivating the organization toward change
 Affecting individuals behavior through
noncoercive means
 Expressing interpersonal influence through
the communication process
 Identifying a vision for the organization
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Goal Setting For Leadership
Shared Values
Higher levels of company loyalty
Clarity
Establish clear organizational values
Consensus
Seek agreement with stated values
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Developing Vision

Leaders identify new goals and new ways to
achieve them.

Leaders clearly articulate the vision and
behave in ways that consistently reflect it.

Leaders create a vision that serves as a
guide and inspiration for followers.
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Managing Change in
Organizations
Four Step Strategy:
•
Anticipate the problems that are likely to occur
when the vision is implemented.
•
Focus the organization on the vision.
•
Look at results rather than at processes (both
leaders and employees).
•
Build a strong, supportive, network of people
committed to change.
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Situational Knowledge:
The Foundation of Strategic Leadership
Knowledge About Self
 Self-concept
development (know your
strengths and weaknesses
 Avoid hubris (excessive pride)
Organizational Knowledge
 Continual
learning (analyze and learn from
past and present)
 Four tasks in response to failure:
Review\Assess\Predict\Resolve
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Demonstrating Leadership Skills
Critical elements of communication are:
 Building
trust
Trust must be earned.
Mutual trust between followers and leaders is
needed.
Leaders are role models of ethical behavior.
 Promoting understanding
 Empowering others
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Ethical Leadership Principles
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Always be truthful.
Obey the law.
Demonstrate trust in other people.
Act consistently when dealing with others.
Remove corrupting influences from the workplace.
Look for the good in others.
Review organization’s code of ethics often.
Openly celebrate organization’s values.
Listen to others with an empathic ear.
Call attention to unethical behavior.
Give credit where it is due.
Publicize instances of high ethical behavior.
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Ethical Leadership Principles
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Sustain trust.
Address problems of mistrust.
Understanding begins with attending to what
employees are saying.
Include coworkers in discussions of problems.
Encourage individual thinking.
Encourage subordinates to communicate
upwardly.
Follow through on these ideas.
Reward those who offer advice.
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Empowerment
Entrusting people with the authority to
act independently
 Promotes creativity, cooperation, and
inspiration
 Everyone feels like they make a
difference
 Reduces status differences
 Rewards creativity and team building
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Anxiety Management For Leaders

Optimism
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Persistence
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Passion

Accepting Responsibility for
Failure
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