PHILOSOPHY OF MANAGEMENT AND LEADERSHIP

San Jose State UniversitySchool of Library and Information Science

Professor Robert Boyd, LIBR 204

Hui Hua Li

WHAT IS MANAGEMENT? “Management, is the art of getting things

done through People”(Evans & Ward,2007, p. 7).

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WHAT DO MANAGERS DO?

Behavioral roles, such as: Negotiator Group spokesperson

Planning

Organizing

Staffing

Directing Coordinating

Reporting

Budgeting

What do managers do? “The question actually contains two issues: management function and behavior” (Evans & Ward,2007, p. 8).

Management function

(Evans & Ward,2007, p. 8).

EFFECTIVE MANAGEMENT INVOLVE?

Manage People

Managing diversity

Staffing issues

Marketing

Branding

Internal Marketing

Manage Money

Budgeting

Securing funds

Manage Technolog

y

E-leadership

Electronic Resources

Manage Facility

Disaster managemen

t

Planning for new places

(Evans & Ward,2007)

WHAT IS LEADERSHIP? Leadership- “A collaborative activity generating

the opportunity for all members of an organization to engage in the vision and motivation of one another to meet the challenges of a continually changing operating environment” ( Evans & Ward, 2007, p.330).

“True leadership only exists if people follow when they have the freedom not to” ( Collins, 2005, p.13). In other words, the real power lies on leadership is their influence on followers who accomplish things without commanding.

FUNCTIONS OF LEADERSHIPDevelops the vision

Planner

Problem solver

The ultimate decision maker

Example setter

Controller of internal relations

Team builder

(Evans & Ward,2007)

WHAT’S THE DIFFERENCE BETWEEN A MANAGER AND A LEADER?

The manager… Administers Is a copy Maintains Accepts reality Focuses on systems and

structure Relies on control Has a short-range view Asks how and when Eye on the bottom line Imitates Accepts the status quo Classic good soldier Does things right

The Leader… Innovates Is an original Develops Investigates it Focuses on people Inspires trust Has a long-range view Asks what and why Eye on the horizon Originates Challenges it Own person Does the right thing

(Evans & Ward,2007, p. 331)

COLLIN’S LEVEL 5 LEADERSHIP• Level 5 leaders are

“ambitious first and foremost for the cause, the movement, the mission, the work—not themselves—and have the will to do whatever it take” (Collins, 2005, p. 11). Level 5 leaders put organizations’ interest on the top of self-interest.

• “The whole point of Level 5 is to make sure the right decisions happen,” which works best for organizations and customers (Collins, 2005, p. 11).

• Level 5 leadership concept mirrors the idea of “servant leadership.” Jones (2012) asserts servant leadership focuses on the development of followers.

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MY PHILOSOPHY OF LEADERSHIP& MANAGEMENT

A good leader/manager should possess:• Well-developed people

skills and communication skills

• Team building skills: motivation, delegation

• Problem-solving skills: decision-making

• Adaptability to change: innovative, risk-taking

(Evans & Ward,2007)

COMMUNICATION Communication is key to management and leadership. Attitude counts when communicating: respect, friendly, and

smile. Five key points for clear and effective communication:

Know what to communicate Know who should communicate with whom Know who needs to know what Know how to time messages Know how to listen and read

(Evans & Ward,2007, p. 290)

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MOTIVATION

Encourage

Coaching

Inspire

No blaming, No ordering!

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Motivation can enhance

employees’ morale at work.

Coaching is an effective tool to encourage employees to learn and develop

new skills (Macmillan, 2011).

Inspiration can bring

creativity and productivity.

DECISION MAKING

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• Decision Making is the process of making a decision after considering all the uncertainties.

• Decision Making involves risking-taking.

• A rational decision leads to success while a wrong decision leads to failures.

• “Understanding decision-making and problem-solving processes is a managerial asset” ( Evans & Ward, 2007, p. 142).

DELEGATION“A climate of cooperation is

developed, starting by delegating”( Evans & Ward,

2007, p. 349).

“In the broadest sense, you can think of delegation as a form of time management tool for both yourself and the organization” (Evans & Ward, 2007, p. 198).

“Employees who feel trusted are more likely to produce better work because they

feel engaged” (Boule, 2008, p. 7).

“Make sure the right people on the bus, the wrong

people off the bus” ( Collins, 2007, p.34).

Teamwork

Time management

Trust & Accountability

Frist who

INNOVATIVE

How to adapt to the change is

challenging for a leader in the

radically changing

environment.

“Change is a managerial challenge”

(Evans & Ward, 2007, p. 122).

In order to survive in the digital age, a

leader requires innovative

thinking and competences,

continuous learning and

improvement.

“Innovation is knowledge-

intensive”(Evans & Ward, 2007, p.

122).

(Evans & Ward,2007, p. 122)

REMARKS While a manager is someone who plans, organizes, controls and

coordinates, a leader is someone who creates vision, motivates and influences people to work together toward the long-lasting success of an organization(Kent, 2005).

It is important to incorporate the concept of Level 5 leadership into philosophy of management and leadership since “our people are our greatest assets,” which is the heart of great managing (Harter & Wagner , 2006, p. 199).

“Leadership is essentially a social process, and effective leaders have to connect with those around them” (Evans & Ward, 2007, p.342).

A good leader leads directions, communicates effectively, respects others, makes rational decisions, builds teams, motivate others, fosters a learning environment, adapts to change and exhibits combination of personal humility and professional will (Evans & Ward, 2007; Collins, 2005).

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REFERENCES Boule, M. (2008). Changing the way we work. Library Technology Reports, 44(1), 6-9. Retrieved from https://

wiki.ucop.edu/download /attachments/34668692/Changing the Way We Work.pdf Evans, G.E., & Ward, P.L. (2007). Management basics for information professionals (2nd ed.). New York: Neal-

Schumann Publishers, Inc. Collins, J. C. (2005). Good to great and the social sectors: A monograph to accompany good to great : why

some companies make the leap ... and others don't. Boulder, CO: Jim Collins. Harter, J.K. &Wagner, R. (2006) 12 the elements of great management. New York: Gallup Press Jones, D. (2012). Does servant leadership lead to greater customer focus and employee satisfaction?

Business Studies Journal, 4, 21-33. Kent, T. (2005). Leading and managing: It takes two to tango. Management Decision. 43(7/8), 1010-1017. Macmillan, M. (2011). A “coach approach” to staff engagement. Partnership: the Canadian Journal of Library

and Information Practice and Research, 6(2). 1-9. Retrieved from http://libaccess.sjlibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=llf&AN=72397763&site=ehost-live

Image Sources:http://www.thestaffingstream.com/wp-content/uploads/2012/12/supplier-management.jpghttp://www.vitalitylink.com/blog/wp-content/uploads/2012/11/Communication101.gifhttp://3.bp.blogspot.com/_DGG3LElbQ4o/SMi-ijX2GFI/AAAAAAAAAVY/bDgu2-7Ew18/s400/decision-making.jpghttp://myfertilitychoices.com/wp-content/uploads/2012/04/Decision-Making-Strategies-590x400.jpghttp://2.bp.blogspot.com/FquEkpIPFQ0/TZqWnLqBWsI/AAAAAAAAAEg/RdeuNkPOUXE/s1600/decision_making_process_flip_coi_902095.jpghttp://blog.7geese.com/wp-content/uploads/2013/02/level-5-hiersrchy.pnghttp://cbmbc.cc/wp-content/uploads/2013/04/decisionmaking2.s600x600.jpghttp://www.drtoddthomas.com/wp-content/uploads/2013/04/managers-leaders.png