Management and leadership influencing skills Introduction currently work as part of a small management team running four late night and food businesses. The main role of my job is to create the concept of the business, assure that it is being adhered to and the to look after the day to day needs Of the general managers; this can be HER issues, licensing etc. In addition to this, spend one day a week completing the banking, accounts and payroll of each business. Management and leadership are often thought of as the same within business.
The fact is that each of these has a different meaning: The definition of a manager according to the objectifications. Com is: – An individual who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who reports to him or her. The definition of a Leader according to the objectifications. Com is: – A person or thing that holds a dominant or superior position within its field and is able to exercise a high degree of control or influence over others.
Grainer believes that there are over 400 definitions of leadership and ‘it is veritable minefield of misunderstanding and difference through which heurist and practitioners must tread warily’. This paper will discuss the concept of leadership by authority/influence and describe the framework for managerial leadership. It will looks at the role of leadership in creating a culture of personal, team and organizational achievements and analyses how a manager uses communication skills in the process.
This paper will also discuss how a manager may use delegation, empowerment and management control evaluating the impact on both team and task objectives. Leadership style is the way in which the function of leadership are carried out, he way in which the manager typically behaves towards members of the work force. Task 1: A. C. 1. 1 – Discuss the concept of leadership by authority Effective leadership begins when subordinates thinks empowered to complete a task without constant supervision. Often leadership is confused with the managing of a company. Management involves planning, organizing, staffing, directing, and controlling. A manger has formal authority by virtue of his or her position. Leadership, by contrast, primarily deals with influence. A manager may or may not be an effective leader. A leader’s ability o influence others may be based on a variety of factors other than his or her formal authority or position (Marilyn M Helms, Gale Coinage, 2006). ” The two common forms of leadership are assigned leadership and emergent leadership.
Assigned leadership is much as it sounds – leadership that stems from one’s occupied position within an agency or organization. Emergent leadership is leadership that emerges as an individual becomes recognized within a group to be influential (even without a title)- when he or she stands out amongst the crowd, so to speak. French and Raven’s research duty in 1 959 stated that power is divided into “five common and important bases of power: referent, expert, legitimate, reward, and coercive” (Morehouse, 2010). 1 .
Referent Power results from workers identifying with and liking their leader, through a sense of acceptance and approval. The leader will often be seen as a role model. The leader will often be highly liked and the worker will identify with them in some way. 2. Expert Power comes is based on in depth knowledge and/expertise. These types of leaders will often be highly intelligence and an expert in their field. This will enable them to erasure an employees, who trust and respect them. 3. Reward Power is indicative of a leader who gives rewards as a way of recognition.
This form of power is based on the idea that as a society we are more inclined to do things well when we are getting something in return for this. 4. Legitimate Power This form of power gives the ability to link certain feelings of obligation or notion Of responsibility to the management. Rewarding and punishing employees can be seen as a legitimate part of the formal or appointed leadership role. 5. Coercive Power refers to leaders who penalize or punish to bring about desired results. The main objective of coercion is compliance.
The two major types of power are position power and personal power. Position power is power held by an individual due to the position they hold within an organization; whereas, personal power is power bestowed upon an individual due to their personal connection with (or likeability) by their followers. Power is divided “Position power includes legitimate, reward, and coercive power” (Morehouse, 2010). “Personal power includes referent and expert power” (Morehouse, 2010). The concept of leadership by authority is when a focus of power is with the manager.
People tend to follow people who are seen as powerful. The manager will make the decisions, oversee policies and procedures for achieving goals, work tasks, control of rewards or hand out the punishments. Disagree with this style of management. This type of leader is often followed/powerful within a business because they have the ability to give bonus and vice versa can fire you or give you a task you don’t like. While leaders with an authorization stance have official power, their teams are unlikely to be motivate by this approach of leadership. A. C. 1. – Discuss the concept of leadership influence Lees face it, if you can’t influence, you cannot lead. But for transformational leadership, it’s not about the position you occupy, its related to your personal power. The nine spheres of leadership are positive reinforcement, punishment, expertise, persuasion, coaching, relationship, vision, charisma, and authority (Johansson, 2009). As a manager I would integrate the concept of Johannes theory into my professional practice through the use of positive reinforcement, coaching, relationship, vision, and charisma. Eel that these are some of the traits that are already present in my leadership style. Charismatic leadership is one of the most powerful methods of leader influence, and vision can motivate people to accomplish their goals (Johansson, 2009). I feel that one of the most important tasks of a leader is to motivate his or her followers to go along the path to SUCCeSS. Although I feel that now I do not have all of these traits, I still have the ability to develop them in the future (Johansson, 2009). Greer with the theory presented in the task because I feel that all nine spheres are crucial to having effective leadership. I would integrate this concept into my workplace and feel that there is a need for this process cause I think leaders can use this information to influence workers to accomplish their goals. Feel that all nine concepts are equally important and needed. As Johansson states, “a leaders sphere of influence is like signing- if one only belts out one not there’s no song. But if you have nine notes, the song sounds like real music” (2009).
A. C. 1. 3 – Describe a framework for managerial leadership Blake and Mouton (1964) developed a ‘Managerial Grid’. The grid is used to graphically compare a concern with people/with a concern for production or outcome. They discovered that the most effective type Of leadership behavior is a high once for both people and outcome. Help… Don’t know what I should be putting here?? Task 2: A. C. 2. 1 – Analyses the skills needed to communicate a clear vision and sense of common purpose for the team ‘It’s not what you say, it’s how you say it’.
Meridian’s research into body language and non verbal communication suggests that: * 7% of message pertaining to feeling and attitudes is in the word that are spoke *38% of messages pertaining to feeling and attitudes are paralinguistic (the way the words are said). * 55% of message pertaining to feeling and attitudes is in the facial expression. According to Meridian, in our face-to-face communication with other people the messages about our feelings and attitudes come only 7 per cent from the words that our spoken.
I think this theory is very limited and can only be applied when the speaker is speaking only one word, their tone of voice is inconsistent with meaning of the word, and the judgment being made is about the feeling of the speaker. However, I general agree with this connection, although would argue that the percentages may vary. Because of this perception and judgment of others it is important for managers and leaders to watch and take careful note of their non-verbal immunization.
It is important for them to be aware of the sub-conscious message that their body language conveys to members of staff. Does a firm handshake by itself necessarily indicate friendship and confidences? With our businesses, the general managers have day to day contact with their teams. They are the leaders who can transform a business to the next level of success. Our mangers are those people that possess certain characteristics and traits, not found in all off senior team. There are two types of people; those who are managers which reduces the risk and a leader who pursues opportunities
Below will elaborate on those attributes and qualities that ensure we communicate a clear vision and Sense Of Common purpose to our teams by choosing the right managers.. – Our managers are leaders. – They create a clear mission, thus creating a clear vision; helping to create a message that everyone is following the same direction. – Interpersonal skills: used to communicate and motivate, they represent the capability to work in an effective way with others, managing conflicts and leading the team straight to the goals and getting the best out of it. – They communication in a clear and effective manner and have the ability to listen.
They recognize each member of their teams skills and weaknesses and assign their jobs accordingly. – Respect and trust in their workers! – Well organized and able to manage themselves and their time. In order for a manager to be successful he must be first concern about his employees. For instance, managers that oversee, cannot run the business successful if they do not interact with his employees or the customers that frequent the establishment. The success of each of our managers is achieved through the success of their teams. Therefore they must provide A. C. 2. – Explain the skills needed to develop personal responsibility for people and task objectives Personal responsibility means being accountable for one’s own actions, not blaming others, whether it is a positive or negative outcome. You are in control of the outcome of your actions, and only you will have to deal with the consequences of that decision. Personal responsibility defines who you are and makes you aware of your decision making. As an manager, accepting personal responsibility is the key to success in any situation. The personal development of staff is as important as the development of the business.
Without a clear training and development structure, employees can easily lose motivation and become unengaged, which can directly impact productivity, moral and ultimately profit. The two theories I will look at for this question are ‘Herbert’ and ‘McClellan’. Herbert was carried out by asking subjects to relate to times when they felt exceptionally good or exceptionally bad about their present job or any previous job. It focused mainly on hygiene needs and motivator needs to encourage working employees at their work-environment, by enjoying range of benefits as they could feel valued. Hint Herrings target points were to educate business leaders and managers to incorporate the hygiene needs such as company policy, supervision, relationship with supervision, working conditions, relationship with co-workers, salary, personal life, and relationship with subordinates, status, and securing jobs He reasoned that business managers should layout strategic pathways to meet employees’ needs so that they could be satisfied and if on the contrary, the employees would be dissatisfied.
With high motivation, it meant successful outcomes and satisfaction of an employee. On the other hand, McClellan pioneered the three basic needs of individual motivation. These were achievement, affiliation, and power. The need for achievement was emphasized to achieve and win the targeted goal among the hard-working individuals for their succession. When it comes to affiliation, McClellan argued the importance of social acceptance and friendship if the working individuals or groups approve their integration and interaction at workplace.
As of need for power, McClellan asserted that individual could express control and change of events to have influences over others to satisfy his or her needs. Think the two theories are all important in facilitating the business in term of management, but I do prefer Miscellany’s theory because it empowers managers to control and influence others in decision-making while promoting individual’s achievement and affiliation among others. A. C. 2. – Summaries the skills needed to create a culture which could influence and encourage team members As a manager, I need to exercise effectiveness and understanding when getting the employees under my supervision to work together. Trust and cooperation, allows me to reach my targets on time. A few of the guidelines try to adhere to, are below: The people who for our businesses are our assets not cost. We recognize how important they are to the success of our businesses and therefore how important it is to look after their needs and invest in them; Training and Development: both internal and external.
Communication: poor communication within any team will quickly lead to frustration. Within the business I work for, we have clear lines of communication. Open door policies have been introduced, staff briefings, regular one to one’s and appraisals. Clarity: Our teams know exactly what to do, when and how to do it. But also, who to go to, if they can’t/don’t know how to do it. Trust: Everyone is treated as equals and favoritism is a big NO. Support: Encouragement is given to think the problems through, rather than ump in and take over.
But also to offer support not blame when things go wrong. Define roles: Job descriptions. Goals: This is done through appraisal and one to one mentoring sessions. Fun: We work in an environment where for many of our staff this is their social life – we ensure regular ‘fun days’ as rewards when targets are achieved. Task 3: A. C. 3. 1 – Describe the application of delegation and management control in achieving objectives Delegation involves a member of staff making a decision.
Therefore empowering the right people is a matter of judgment and involves the question of discretion. However there is still a requirement for some form of management control. Control allows for delegated members to be held accounted for departments and processes. This help department heads or leading members take necessary preventive measures against the consequences. (Bateman, Snell, 2007) A. C. 3. 2 – Evaluate empowerment, and its implementation, on team and task objectives believe that when well managed empowerment can offer a number of benefits to a business.
I believe that by empowering workers will result in motivated staff, quality customer service and improved profits. Empowerment allows staff to be responsible at their level for their actions. It allows our staff to react quickly to the needs of the customer without having to seek authorization from management. This then recognized with praise from a manager makes for a happy worker and a happy customer. Does a member of bar staff really need to check with a manager every time a customer asks for some change? A. C. 3. – Identify the results of delegation and empowerment on management and leadership influence CM Membership Benefits CM is the only chartered professional body in the SKI dedicated to management and leadership. Membership of the CM is designed to work for you and your learners during management studies and then beyond this on a day-to-day basis to aid the overall progression of your management careers. There are many benefits of membership, but for you and your learners in particular this comes to life with our tailored online support – via www. Managers. Org. UK/practical-support/study-support. All the resources available on Management Direct are designed to help you and your learners with CM assignments. Management Direct enables quick and easy access to information which is automatically tailored to the individual units on each relevant CM qualification, meaning you can spend less time looking for the information you need to deliver the qualification and ensure that your learners have access to the many resources to complete their next assignment.
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