Unit 1
Unit 1
Unit 1
Follower
Leader
Communication
You must use your judgment to decide the best course of action and
the leadership style needed for each situation.
Various forces will affect these factors. Examples of forces are your
relationship with your seniors, the skill of your people, the informal
leaders within your organisation, and how your company is organized.
Transactional Transformational
(Management related) (Leadership related)
Transactional Transformational
(Management related) (Leadership related)
Visionary, Innovator
Role of Planner, Organizer, Controller
Influencer, Mentor
Managerand Monitor, Coordinator, Producer
Facilitator, Coach and Guide
Leader Director
Moral, Ethical Leader
Level 5 leaders recognize the need for inspirational motivation, personal attention to followers,
innovation and the freedom to be innovative – a culture of discipline that encourages genius,
supports freedom and expects responsibility.
Level 5 leaders also recognize the need to ―confront the brutal facts and focus on performance,
and the importance of producing results. These factors directly reflect the effectiveness and
success of a leader.
Mid-level managers, however, are currently being asked to both manage and lead.
In future, they will be asked to fill the shoes of senior leadership and should therefore be
open to the notion of transformational leadership styles, including the importance of
ethical influence in an environment where old problems must be thought of in a new way.
The best way to create and uphold a diversified yet efficient team is to
make sure each member of the team receives routine communications.
That means including employees in the decision making process so they become part of the
organisational team.
A leader can also empower employees by encouraging them to write down an action plan for each
problem that needs solving in the organisation. This process should include setting up goals and
the exact steps necessary to take action to resolve problems.
There are goals associated with your objectives, and if your organisation is
aggressive then those goals require more than the typical amount of effort.
It‘s going to take some careful planning for you to figure out how to apply
your organisation‘s people and resources to achieve an aggressive goal.
You‘re going to have to motivate people, remove roadblocks from their path,
and focus them on the things that are most important. It‘s a stretch goal, but
you can achieve it — maybe even surpass it.
Not all of your employees will do their best. Some will have personal issues
that interfere with their work. Technically it‘s not your problem, but in reality
any issue that contributes to an underperforming employee is your problem.
You‘ll help employees cope with personal issues, you‘ll provide motivation
and counsel, maybe steer them to appropriate resources inside or outside
your company.
You‘ll carry your underperforming employees to a point, and then
beyond that point you‘ll have to ease them out of your organisation. You‘ll
be humane, but you have to balance the needs of the organisation with the
needs of the employees.
Some of your employees obviously outperform the others. That‘s good news
for your organisation, but it presents its own set of challenges. Outstanding
employees need special treatment.
You want them to keep doing an exceptional job but that usually means that
you‘ll have to pay them special attention. They need recognition for their
talents and efforts.
They need encouragement, training and guidance. And above all they need to know that they have a career
path in your company, even if that career path takes them out of your organisation. Your reputation as a team
player and good manager will grow, and your own career will be enhanced.
Some of your employees obviously outperform the others. That‘s good news
for your organisation, but it presents its own set of challenges. Outstanding
employees need special treatment.
You want them to keep doing an exceptional job but that usually means that
you‘ll have to pay them special attention. They need recognition for their
talents and efforts.
They need encouragement, training and guidance. And above all they need to know that they have a career
path in your company, even if that career path takes them out of your organisation. Your reputation as a team
player and good manager will grow, and your own career will be enhanced.
No matter how happy your employees are, you‘ll get occasional turnover. And if
your organisation is successful then you‘ll often find that your budget and
headcount will grow as you are assigned more and more responsibility.
Either way, you‘ll need to hire. Hiring is easy, but hiring the right person is
extremely difficult. Interviews are seldom a good predictor of work and work
habits, so going beyond the interview is crucial.
Getting feedback from the current employee (who had a vested interest in
finding someone who would carry a part of the workload) made a big difference
in our choice for some potential new hires.
22 Introduction to Management & Leadership
MANAGEMENT CHALLENGES AT WORK
No matter how much planning you do, things will go wrong. An employee will get
sick at a critical time.
A weather disaster will hit your facility and disrupt your plans. A crime will be
committed — maybe a theft or even something that harms an employee.