copyright © 2014 pearson education, inc. publishing as prentice hall. managing and leading today...

Copyright © 2014 Pearson Education, Inc. Publishing as Prentice Hall.

MANAGING AND LEADING TODAY

Chapter 1

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Chapter 1: Managing and Leading Today

1. Describe why managers must also be leaders.

2. Differentiate between managers and leaders.

3. Explain what is meant by the “other side” of the leadership coin.

4. Summarize HR’s role in managing and leading.

5. Describe what we can do to become excellent managers, leaders, and followers.

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1. Why Do Managers Have to Be Leaders?

Huge Challenges Balance of Power Human Population Open Education Resources Globalization

Today, Everyone Needs to Be a Leader

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Huge Challenges Climate Change Inequality The Great Recession

Today, Everyone Needs to Be a Leader

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Appropriate Responses Know Your Own Values Know Your Organization’s Ethical Code Think Analytically

What Being a Leader Means for You

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Build Strong, Trusting Relationships Communicate across organizational levels Develop

Self-awareness Empathy Managing Stressful Situations.

Understand and Manage Your Own and Others’ Emotions (Ei).


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Inspire people Build powerful and

effective teams Deal with conflict

and guide others Harness the power

to face challenges



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Think about the groups you are part of, including groups associated with your family, friends, school and work. Who looks to you for leadership in these groups? What do they want from you? How do you inspire them to follow you?

What if we all acted as leaders in the workplace? Complete the “Whom Do You Lead” exercise to

discover the ways that you are a leader (page 6).

Discussion Questions

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Plans Organizes and controls Regulates resources

A Manager…

A Leader …

Out in front Influencing Inspiring people to follow

2.What Is the Difference between a Manager and a Leader?

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The political, social, and

technological changes of

recent years require us all to do both.

The political, social, and

technological changes of

recent years require us all to do both.


2. What Is the Difference between a Manager and a Leader?

Managers tend to… Leaders tend to… Control resources Be problem solvers Seek efficiency Be comfortable with order Be concerned with how things

get done Play for time and delay major

decisions Seek compromises Identify goals that arise out of

necessity

Create and provide resources through motivation

Be comfortable with uncertainty Function well in chaotic

environments Be concerned with what events

and decisions mean to people Seek solutions that do not

require compromise Take highly personal attitudes

toward goals Inspire strong emotions

Traditional Views of Managers and Leaders

Source: Adapted from Zaleznik, Abraham, 1992. Managers and leaders: Are they different? Harvard Business Review (March–April): 126–35.

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Managers tend to… Leaders tend to… Adopt impersonal attitudes

toward goals Coordinate and balance

opposing views Avoid solitary activities Work from low-risk positions Avoid displaying empathy

Be comfortable with solitude Work from or seek out high risk

activities Have meaningful, highly

personal mentorship relationships

Be empathic, and actively read others’ emotional signals

Identify goals that arise out of desire

Traditional Views of Managers and Leaders

Source: Adapted from Zaleznik, Abraham, 1992. Managers and leaders: Are they different? Harvard Business Review (March–April): 126–35.

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What Managers Actually Do Henry Mintzberg’s

Managerial Roles Some roles and

activities are now expected of nonmanagerial staff

2. What Is the Difference betweena Manager and a Leader?

Source: Mintzberg, Henry. 1975. The Nature of Managerial Work. New York: Harper & Row.

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Informational Roles

Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization.

└ Monitor—watch for changes in the external and internal environments that may affect the organization in the future.

└ Disseminator—inform employees about changes taking place internally/externally that may affect them.

└ Spokesperson—using information to positively influence the way people in and out of the organization respond to it.

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Informational Roles


Interpersonal Roles

Roles that managers assume to provide direction and supervision to both employees and the organization as a whole

└ Figurehead—symbolizing the organization’s mission and what it is seeking to achieve.

└ Leader—training, counseling, and mentoring high employee performance. Provide an example for employees to follow.

└ Liaison—linking and coordinating the activities of people and groups both inside and outside the organization.

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Interpersonal Roles


Decisional Roles

Roles associated with methods managers use in planning strategy and utilizing resources

└ Entrepreneur—deciding which new projects or programs to initiate and to invest resources in.

└ Disturbance handler—managing an unexpected event or crisis.

└ Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers.

└ Negotiator—reaching agreements between other managers, unions, customers, or shareholders.

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Decisional Roles


Earlier leadership studies: Personal

characteristics Physical,

intellectual, and psychological traits

Leadership Studies Overview Recent leadership

studies: Leadership

competencies Behaviors and styles Ability to adapt

2.What Is the Difference betweena Manager and a Leader?

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Consider Mintzberg’s managerial roles. Which of these roles are easy for you to play, or come naturally? Which roles do you think you need to learn more about, or learn how to do better?

Consider Henry Moniz’s words “…if you aren’t authentic and you don’t have a vision, you won’t go anywhere.” What does this mean to you?


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3. What Is the Other Sideof the Leadership Coin?

Negative connotations to being a “follower” Even the CEO is a follower

Characteristics of a good follower Supporting leaders Setting an example Being involved Managing up

Without Followers, There Are No Leaders

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3. What Is the Other Sideof the Leadership Coin?

Actively support good leaders Respond appropriately to bad leaders. Empowerment is culturally dependent

Today Everyone Also Needs to Be an Effective Follower

We all need to learn effective followership tools

managing up and effective resistance.

We all need to learn effective followership tools

managing up and effective resistance.

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3. What Is the Other Side of the Leadership Coin?

Isolates-nonresponsive to their leaders and make no effort to stand out

Bystanders-are exactly what the name implies. Not engaged in the life of organization, spectators rather than participants and offer little active support

Participants-actively engaged and make every effort to support the organization

Types of Followers

Source: Kellerman, Barbara. 2007. What every leader needs to know about followers. Harvard Business Review 85(12): 84–91.

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Activists-feel very strongly about the organization and their leaders

Diehards-passionate about an idea, a person, or both and will give all for them. When they consider something worthy, they become dedicated.

Types of Followers

Source: Kellerman, Barbara. 2007. What every leader needs to know about followers. Harvard Business Review 85(12): 84–91.

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When have you been a good follower? What inspired you or encouraged you to take up this role in a positive way?

What do you do when you are expected to follow someone, yet you know what he or she is doing is wrong or could be done better? How effective are you at influencing that person from the follower position?


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4. What Is HR’s Role in Managing and Leading Today?

The HR Cycle

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Recruiting Employee

development Performance

management Compensation and

benefits

The HR Cycle Workforce

management Labor relations Organizational

design Strategic support


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Look at the eight roles within the HR Cycle. In your opinion, are some of these roles more important than others? If so, which ones, and why?

Leaders of many organizations have said the now famous phrase: “People are our greatest asset.” What do you think this means?


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5. What Can We Do to Become Excellent Managers, Leaders, and Followers?

Great Leadership Does Not Happen by Accident

Professional and Personal Growth Are Dependent on One Another

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To be an Effective Leader, Manager and Follower, You Need to Work At It Start by Creating a Personal Vision

What is your highest purpose in life? If I had all the money in the world… In 10 years, what would your ideal life include?

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Why is it important for you to create a personal vision now, while you are in college? How might this help you choose a career or find an organization where you will fit in well?

Who in your life today can help you think about your future? What advice do you think they might give you about your personal vision?


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6. Final Word: Changing World, Changing Expectations of Managers and Leaders

The World Needs Good Leaders Good Managers Good Followers

Recap

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6. Final Word: Changing World, Changing Expectations of Managers and Leaders

Former CEO of Unilever and Reuters, Nialls Fitzgerald Has Observed: Young people face more expensive

education Middle aged and the elderly face shrinking

wages and savings Leadership in the future is a chance to

invest in the next generation A good leader has a chance to leave behind

more than a bank balance

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copyright © 2014 pearson education, inc. publishing as prentice hall. managing and leading today...

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