Reach Chapter 5 and answer the following questions at the end of Chapters 5. Each question is worth 3 points. How would you define leadership? If there is one person (living or dea

30 Sep Reach Chapter 5 and answer the following questions at the end of Chapters 5. Each question is worth 3 points. How would you define leadership? If there is one person (living or dea

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Reach Chapter 5 and answer the following questions at the end of Chapters 5. Each question is worth 3 points.

How would you define leadership?
1. If there is one person (living or dead) whom you would really like to follow, who would it be? Why would you want to follow that particular person? What characteristics of servant-leadership did that person exhibit?
2. Think of a person whom you would not have wanted to follow. Why? How would this person’s knowledge of the characteristics of servant-leadership have helped the person to be a better leader?
3. In your opinion, what perceptual factors distinguish followership from non-followership?
Why is it inappropriate to assume that a leadership style that works best in one situation will be just as effective in another?

3. Distinguish between autocratic (authoritarian) supervision, participative management, and general supervision. What theoretical differences are implied in these approaches? Relate these to concepts concerning the delegation of authority, motivation, and empowerment.

Ch5.pdf

Part 2 Essentials of Effective Supervision

Leonard/Trusty, Supervision: Concepts and Practices of Management, 13th Edition. © 2016 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Chapter 5 Leadership and Followership

AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO:

• Define leadership, explain its importance at the supervisory level, and describe elements of contemporary leadership thought.

• Outline the importance of trust in the leadership process and the effects of lack of trust on employee engagement and productivity.

• Discuss the critical nature of ethics in informing leader’s behaviors and influencing followers and organizational culture.

• Explain the delegation process and describe its three major components. • Discuss why some supervisors do not delegate, and describe the benefits of delegation. • Compare the autocratic (authoritarian) approach to supervision with the participative

approach. • Explain the role of followers in the leadership process and differentiate between different

types of followers.

Leadership: The Core of Supervisory Management (1 of 4)

Leadership • Is the process of influencing the opinions, attitudes, and behaviors of others

toward the achievement of a goal.

Questions to identify tests for leadership: • Does the leader possess a clear vision of what needs to be done? • Does the leader communicate that vision and get others “onboard”? • Does the leader build a climate of mutual trust and respect? • Does the leader create the proper infrastructure to support the vision? • Does the leader enable the followers to be the best they can be? • Does the leader leave the organization better than he/she found it?

Leadership: The Core of Supervisory Management (2 of 4)

Leadership can be developed • Author Peter Senge objects to the notion of teaching leadership. He makes

the following contention:

“Teaching suggests that you have certain concepts you want to understand, and that’s pretty useless in a domain like leadership. Leadership has to do with how people are. You don’t teach people a different way of being, you create conditions so they can discover where their natural leadership comes from.”

FIGURE 5.1 Supervisory leadership results in a work group’s willingness to follow Beetle, King Features Syndicate

Leadership: The Core of Supervisory Management (3 of 4)

Contemporary thoughts on leadership • Warren Bennis identified four things people want from their leaders:

1. Direction—People want leaders to have a purpose. The leader has a clear idea of what is to be done. Leaders love what they do and love doing it. Followers want passion and conviction from a strong point of view.

2. Trust—Followers want to have faith in their leader. Integrity, competence, constancy, caring, candor, and congruity are essential elements of building a relationship of mutual trust.

3. Hope—Leaders believe, and they kindle the fire of optimism in followers. 4. Results—Leaders accomplish difficult tasks. Success breeds success.

FIGURE 5.2 The essence of servant-leadership. Use these keys to unlock your Employees’ Potential

Leadership: The Core of Supervisory Management (4 of 4)

Servant leadership • The notion that the needs of followers are looked after such that they can be

the best they can be. Contingency-style leadership • No one leadership stye is best; the appropriate style depends on a multitude

of factors.

Trust: The Basis of Effective Supervisory Relationships

Trust • The belief that someone or something is reliable, good, honest, and effective. • Lack of trust is a growing concern in the workplace.

Stephen R. Covey on trust: “Trust bonds management to labor, employees to each other, customers to supplier, and strengthens all other stakeholder relationships. With low trust, developing performance is exhausting. With high trust, it is exhilarating. The principle of alignment means working together in harmony, going in the same direction, and supporting each other. Alignment develops the organizational trustworthiness required for trust. And if personal trustworthiness and interpersonal trust are to mature, hiring, promoting, training, and other systems must foster character development as well as competence.”

Ethics: The Moral Fiber of Leadership (1 of 2)

Ethics: • The system of moral principles that guide the conduct of an individual, group,

or society. • Ethical values comprise character. • Ethical values inform leadership and influence followers. • Being ethical requires walking the talk. • Leaders – know thyself and thy ethical values.

Ethics: The Moral Fiber of Leadership (2 of 2)

Everyday ethics: 1. Be people-oriented: Your actions impact others. Act ethically and your

followers will see you as trustworthy. 2. Choose your values: Hold on to your values, you will be less likely to stray

from them or influence others negatively. 3. Motivate others to serve the greater good: Help others in understanding the

group’s needs before individuals.

The Process of Delegation

Delegation: • The process of entrusting duties and related authority to subordinates. • Consists of the following three components: 1. Assigning duties to immediate subordinates. 2. Granting permission to make commitments, use resources, and take all actions necessary to

perform duties. 3. Creating an obligation on the part of each employee to perform duties satisfactorily. Accountability: • The obligation one has to one’s boss and the expectation that employees will accept credit

or blame for the results achieved in performing assigned tasks.

Responsibility: • The obligation to perform certain tasks and duties as assigned by the supervisors.

FIGURE 5.3 Effective delegation requires an appropriate mix of task assignments and the authority and responsibility to accomplish those tasks

Delegation By The Supervisor (1 of 2)

Reasons for lack of supervisory delegation: • Shortage of qualified employees – “They can’t do it” mentality. • Fear of making mistakes. • “I’d rather do it myself” mentality. • “If it’s to be done right – I have to do it” mentality. • Fear of being replaced. • “They won’t do it – you can keep it” mentality.

Delegation By The Supervisor (2 of 2)

Benefits of delegation: • Developing employee self-confidence. • More time to manage.

The proper balance of delegation: • Proper balance is delicate. • In some situations, supervisors must resort to their formal authority to attain

the objectives of the department or provide direction to employees who require close supervision.

Approaches to Supervisory Leadership (1 of 2)

Classifying supervisory leadership styles: • Theory X: Assumption that most employees dislike work, avoid responsibility, and

must be coerced to do their jobs. • Theory Y: Assumption that most employees enjoy work, seek responsibility, and can

self-direct. Autocratic (Authoritarian) supervision: • The supervisory style that relies on formal authority, threats, pressure, and close

control.

Bureaucratic style of supervision: • The supervisory style that emphasizes strike compliance with organizational

policies, rules, and directives.

FIGURE 5.5 Leadership style continuum

Approaches to Supervisory Leadership (2 of 2)

General supervision: • The style of supervision in which the supervisor sets goals and limits but

allows employees to decide how to achieve goals. Participative management: • Allowing employees to influence and share in organizational decision making.

• Stretch targets: targeted objectives that present a challenge but are achievable.

Directive: • The communication approach by which a supervisor conveys to employees

what, how, and why something is to be accomplished.

FIGURE 5.6 The advantages of participative management/general supervision

For supervisors • Frees the supervisor from many details, which allows time to plan, organize, and control. • Gives the supervisor more time to assume additional responsibility. • Instills confidence that employees will carry out the work and develop suitable approaches to

making decisions on the job when the supervisor is away from the department. • The decisions made by employees may be better than the ones made by the supervisor

because the employees are closest to the details. For employees • Have a chance to develop their talents and abilities by making on-the-job decisions. • May make mistakes but are encouraged to learn from those mistakes and the mistakes of

others. • Are motivated to take pride in their decisions. • May feel that they have a better chance to advance to higher positions.

Followership: An Equally Important Part of the Leadership Equation

Followership: • The capacity or willingness to follow a leader.

Qualities of effective followers: • Self-managing. • Committed to the goals, vision, or cause of the organization. • Competent in their roles. • Ethical and demonstrate courage, honesty, discretion, and credibility.

FIGURE 5.7 Followership style

Source: Adapted from The Power of Followership by Robert E. Kelley, copyright © 1992 by Consultants to Executives and Organizations, Ltd. Used by permission of Doubleday, a division of Random House, Inc.

KEY TERMS

Accountability Autocratic (authoritarian) supervision Bureaucratic style of supervision Contingency-style leadership Delegation Directive Ethics Followership

General supervision Leadership Participative management Responsibility Servant-leadership Stretch targets Theory X Theory Y Trust

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30 Sep Reach Chapter 5 and answer the following questions at the end of Chapters 5. Each question is worth 3 points. How would you define leadership? If there is one person (living or dea

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