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Leadership and Management

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Leadership and Management What s in a Word? Confusing Terms Leadership Management Administration Supervision Terms are Different, but Interrelated and Overlapping ... – PowerPoint PPT presentation

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Title: Leadership and Management


1
Leadership and Management
  • Whats in a Word?

2
Confusing Terms
  • Leadership
  • Management
  • Administration
  • Supervision

3
Terms are Different, butInterrelated and
Overlapping
Administration
Leadership
Management
Supervision
4
Administration
  • A broader term than the others, but one that may
    encompass all of the others
  • Sometimes used interchangeably with the others
  • Commonly applied to people who run things,
    e.g., hospital administrator, nursing home
    administrator software system administrator.

5
Management
  • Derived from mano (hand), implying a hands-on
    role
  • Definitions often include certain commonly
    accepted components, e.g., planning, directing,
    organizing, super-vising, controlling,
    communicating, evaluating, etc.
  • Implies doing what it necessary to help the
    organization function effectively and
    efficiently
  • Is aboutcoping with complexity(Kotter)
  • Doing the right things. (Bennis)

6
Supervision
  • Actually one of the commonly-accepted functions
    of management
  • From the Latin super (over) and videre
    (to see), so the term, overseer
  • Usually applied to persons at the mid-management
    level of the organization, e.g., nursing super-
    visor, production supervisor.

7
Leadership
  • Derived from Old English, laedan (to guide or
    cause to go with one,)
  • Setting a direction and influencing others to
    follow it
  • Is about coping with change (Kotter)
  • Doing the right things (Bennis).

8
Management and Leadership
The Manager
The Leader
  • Administers
  • Is a copy
  • Maintains
  • Focus systems structure
  • Relies on control
  • Has short-range view
  • Asks how and when
  • Eye on the bottom-line
  • Imitates
  • Accepts the status quo
  • Is the classic good soldier
  • More left-brain thinking
  • And.does things right
  • Innovates
  • Is an original
  • Develops
  • Focus people
  • Inspires trust
  • Has long-range perspective
  • Asks what and why
  • Eye on the horizon
  • Originates
  • Challenges the status quo
  • Is his/her own person
  • More right-brain thinking
  • Anddoes the right things

9
Steven Covey 7 Habits (Parable of Management
vs. Leadership)
  • There was a crew assigned to clear some jungle in
    the Amazon. The crew was very well organized.
    There were machete-wielders on the front-line,
    machete-sharpeners one step behind, water and
    food bearers, as well as supervisors to see that
    all would go well.
  • The crew was making excellent time, clearing even
    more jungle than they expected, and well above
    schedule.
  • Then, one curious crew member climbed up a tree
    and looked out over the jungle.

10
Steven Covey 7 Habits (Parable of Management
vs. Leadership) Contd
  • After a few minutes, the curious tree climber
    looked down on the crew and yelled, Hey, wrong
    jungle!
  • The people below were very unhappy to hear this
    and yelled back to him, Who cares.were making
    good time!
  • Management vs. Leadership!

11
Questions?
  • Which one is more important for the organization?
  • Do you think organizations need both leaders and
    managers?
  • Is it possible for one person fulfill both roles?
  • What are the qualities that make each the most
    effective? (Next)

12
DMH/MIMH Leadership Institute
  • While both sets of skills are necessary for
    effective organiza-tions, the focus of this
    program is primarily on Leadership and the
    development of Leadership skills
  • Three skill domains Conceptual, Human, and
    Technical.

13
Skills of Effective Administrators/
Leaders/Managers - Katz
Conceptual Skills
Human Skills
Technical Skills
14
Conceptual Skills - Katz
  • Ability to see the enterprise as a whole
  • (the big picture)
  • Recognizing how various functions of the
    organization interrelate and how changes in one
    part affect all the others
  • Visualizing internal and external relationships
  • Abstract thinking
  • Example Articulating a vision for the
    organization.

15
Human Skills - Katz
  • Persons ability to work effectively as a group
    member and build cooperative efforts among other
    group members
  • Primarily concerned about working with people
  • Interpersonal and communication skills
  • Influencing others
  • Example Dealing effectively with conflict in the
    workplace.

16
Technical Skills - Katz
  • Understanding of, and proficiency in, a specific
    kind of activity
  • Working with methods, processes, procedures, or
    techniques
  • Includes specialized knowledge, analytical
    ability, use of tools
  • Example Computer skills.

17
Relative Importance of Three Skills
Technical
Human
Conceptual
Upper-Managers
Low
High
High
Mid-Managers
Moderate
Moderate - High
Moderate
Front-Line
High
Low - Moderate
Low
18
LEADERSHIP/MANAGEMENT THEORY
19
8 Leadership Theories
  • Great Man Theories Leaders are born, not made
  • Trait Theories Certain traits make people
    better leaders, e.g., assertive-ness,
    intelligence
  • Contingency Theories Particular variables
    related to the environment determine which
    leadership style is best
  • Situational Theories Leaders choose best course
    of action (style) based on situational variables

20
8 Leadership Theories - Continued
  • 5) Behavioral Theories Great leaders are made,
    not born. Focuses on actions or behaviors
    instead of other factors
  • 6) Participative Theories Ideal leadership
    style takes input of others into account
  • 7) Management Theories Focus on role of
    supervision, organization, and systems of rewards
    and punishments
  • 8) Relationship Theories Also called
    transform-ational leadership Focus on
    motivating and inspiring followers.

21
Example of a Participative Theory The
Managerial Grid - Blake Mouton
22
Five Basic Ingredients of Leadership (Bennis
On Becoming a Leader)
  • Guiding Vision The leader has a clear idea of
    what he/she wants to do/ accomplish
  • Passion The leader loves what he/she does and
    loves doing it Passion gives hope and
    inspiration to the people
  • Integrity Three essential elements
    self-knowledge, candor, and maturity

23
Five Basic Ingredients of Leadership (Bennis
continued)
  • 4) Trust Not so much an ingredient as a
    product, i.e., It is the one quality that cannot
    be acquired, but must be earned
  • 5) Curiosity Daring The leader wonders about
    everything, wants to learn as much as he can, is
    willing to take risks, experi-ment, try new
    things.

24
Ingredients of Leadership - Continued
  • Bennis These ingredients are not traits that
    one is born with. As countless deposed kings and
    hapless heirs to great fortunes can attest, true
    leaders are not born but made, and usually
    self-made. Leaders invent themselves.

25
Leadership Theory is Actually Ancient Lao Tzu
600 B.C., Wrote
  • Of the worst leaders, the people despise and
    defy
  • The next best are those they fear
  • Then come those they love and praise
  • And the greatest leader above them all, the
    people barely know he exists. To lead people,
    walk behind them. When the work is done, the
    people will say, We did it ourselves.

26
Mintzberg The Managers Job Folklore and Fact
  • Folklore
  • 1) Manager is a reflective, systematic
  • planner
  • 2) No regular duties to perform
  • Fact
  • 1) Managers work at a relentless pace oriented
    to action
  • 2) Managerial work includes a number of regular
    duties

27
Mintzberg The Managers Job Folklore and Fact
Continued
  • Folklore
  • 3) Managers prefer hard, aggregated data (MIS)
  • 4) Management is a science and a profession
  • Fact
  • 3) Managers actually prefer verbal (soft)
    information
  • 4) Actually may be more intuitive than
    scientific

28
Mintzberg The Managers Job Folklore and Fact
Continued
  • INTERPERSONAL Figurehead, Leader, Liaison
  • INFORMATIONAL Monitor, Disseminator,
    Spokesperson
  • DECISIONAL Entrepreneur, Disturbance Handler,
    Resource Allocator, Negotiator

29
Mintzberg The Managers Job Folklore and Fact
Continued
30
Developing a Personal Leadership Profile
Desired Qualities/Behaviors
Best Boss Boss from H---
List character- List character- istics of
best istics of worst boss
boss
Make a profile of characteristics you want to
develop for yourself
31
Leadership/Management Key 1
  • Develop a leadership/management profile that
    will help you achieve the results you want in
    your organization.
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