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ch07.pptPracticing Leadership: Principles and Applications
Chapter 7: Management and Leadership
A Manager’s Job
Chapter 7: Management and Leadership
Yukl’s Eleven Managerial Practices
Informing
Consulting and Delegating
Planning and Organizing
Problem Solving and Crisis Management
Clarifying Role and Objectives
Monitoring Operations and Environment
Motivating
Recognizing and Rewarding
Supporting and Mentoring
Managing Conflict and Team Building
Networking
Chapter 7: Management and Leadership
Green Thumb Leadership
Learning Organizations: Organizations that adapt and grow to cater to new markets and build on new ideas.
Green Thumb Leaders:
Are supportive rather than directive
Operate with less hierarchy than traditional models by delegating managers to lead their own departments
Foster open communication lines between themselves and their employees
Eliminate threats to new idea generation
Actively protect new initiative
Encourage risk taking and flexibility
Chapter 7: Management and Leadership
Managerial Mentoring
TRANSFORMATIONAL
↑
Role: Collaborator . Role: Innovator
.
Focus: Relationships . Focus: Change
.
Competencies: Facilitating, . Competencies: Visioning,
Coaching, and Dialoguing . Championing, and Diffusing
.
INFRASTRUCTURE ← LEARNING LEADERSHIP → MARKETPLACE
.
Role: Integrator . Role: Producer
.
Focus: Alignment . Focus: Results
.
Competencies: Organizing, . Competencies: Targeting,
Improving, and Bridging . Improvising and Measuring
↓
TRANSACTIONAL
Chapter 7: Management and Leadership
Managerial Leadership
Five competencies of effective managerial leadership:
Challenging the process
Inspiring a shared vision
Enabling others to act
Modeling the way
Encouraging the heart
Chapter 7: Management and Leadership
Questions for Discussion and Review
What skills are needed to be a successful manager? A successful leader?
In what ways can leaders and managers share expertise to help their company grow and adapt to the changing demands of society?
Have you ever filled a position that required you to be a mixture of a leader and a manager? What were your responsibilities?
Do you share Kotter’s belief that most organizations are overmanaged and underled. If so, why do you feel this way and how can this be changed? If not, describe how your viewpoint differs from Kotter’s.
Chapter 7: Management and Leadership
