BUSMHR 3200 Final Exam Leadership Leadership providing direction and influencing others to achieve goals Management vs Leadership Management Leadership Focus on present Used to promote stability and efficiency Planning organization analytical thinking communicating train runs on time Focus of future Promotes change Strategy concepts innovation creativity inspiration where should the train s track be placed Theories on Leadership Behavioral Theories Situational Theory When the Followers Readiness is Moderate Moderate High Low followers are able willing confident Able unwilling or insecure Unable but willing or confident Unable and unwilling or insecure Ohio State Leadership Studies the two most important variables are initiating structure and consideration Transactional Leadership clarifying role requirements and providing feedback Transformational Leadership creates change of followers Not a substitute for Transactional Kouzes Posner s Leadership Practices C I E M E Charismatic Leaders have the following Self confidence Vision Articulation of vision Strong feeling about vision Can manage change Challenging the process Inspiring a shared vision Enabling others to act Modeling the Way Encouraging the Heart Lincoln on Leadership People Character create relationships develop yourself Endeavor Communication keep pushing towards your goals Be decisive Don t give up learn how to influence and articulate Zenger Folkman s Model Character Personal Capability Focus of Results Interpersonal skills communications relationships Lead Change 3 P s Passion Performance Principle Becoming a great leader Introspection Self Candor be open sincere Be willing to improve Good is the enemy of great Leadership Effectiveness Being a good leader is not about the absence of strength but about recognizing strengths generally 3 strengths Passion vs Competency Competencies Collections of skills Can be developed Things you are good at Passions Natural Reflect your view of the world Generally stable over time things your love Human Resource Planning Human Resource Planning utilizing human capital to achieve organization s goals Job Analysis defining a job s duties responsibilities along with knowledge skills and abilities KSAs Forecasting Labor Demand and Labor Supply or Shortage of Labor Surplus Take appropriate action Ways to reduce a Labor Surplus Downsizing fast high negative impact Pay Reduction fast high negative impact Demotions fast high negative impact Transfers fast moderate negative impact Work Sharing fast moderate negative impact Hiring Freeze slow low negative impact Early Retirement slow low negative impact Retraining slow low negative impact Ways to reduce Labor Shortage Overtime fast high ability to change later Temporary Employees fast high ability to change later Outsourcing fast high ability to change later Retrained transfers slow high ability to change later Turnover Reductions Slow moderate ability to change later New External Hires slow Low ability to change later Technology Innovation slow Low ability to change later Elements for Human Resource Planning 1 2 Talent Review 3 Human Resource Planning Individual Development Planning discussions between employees and managers manager reviews talent of subordinates with 2nd level supervisor Presentations information used for planning and forecasting Ground Rules for HRP Discussions Confidentiality nothing leaves the rooms Candid and Open Discussion dialogue presentations providing feedback etc Differing views are encouraged Rating Samples Competencies Performance Potential o Do they have what it takes o Do they meet or exceed expectations o Are they promotable Ex Employee Training and Development Training vs Development Training planned effort to teach job related knowledge Development helps achieve goals influences culture related to motivation engagement Approaches to Development Evaluate current effectiveness and contribution Identify strengths and weaknesses Determine best combination of actions o Fix potential problems that might lead to failure o Develop improvements Execute Plans Action Formal Approaches books workshops 360 feedback Working with Others model behavior interview role models ask for feedback etc Experiential on the job manage new projects lead task force improve a process Summary Training focuses on the present Development focuses on the future P A x M x O Performance Ability x Motivation x Opportunity Great Coaches Challenge Set examples Care about people Provide feedback Good listeners Celebrate success Great Mentors Participate with high enthusiasm Both parties are committed Are evaluated and make necessary changes Recognize and reward Action Planning focusing ideas and decide what steps to take to achieve goal Sabbatical period of paid leave Performance Management Performance Management process of making sure employees actions and thoughts agree with the goals of the organization Perf Management Cycle Terms Accountabilities Uses o Provide roadmap for success o Ensure team is working effectively Characteristics of Good Accountabilities o Clearly aligned with Org s goals o Seem difficult but are achievable o Limited in number no more than 8 10 o S pecific Measurable Attainable Relevant Time Based Developmental Review Performance Review Approaches rankings graphic rating scales critical incidents etc Manager s role provide feedback on behavior NOT characteristics Rewards Systems e g Merit raises bonuses etc Rating Errors things that mislead us when reviewing Biases favoritism holding grudges etc Performance Improvement Plans Self Assessment Career Discussions understanding what your employees want to do with their career Provides a say for employees May provide information that manager wasn t aware of Separating and Retaining Employees Voluntary vs Involuntary Turnover Justices Distributive Justice how fairly are the rewards distributed Procedural Justice Fairness of how decisions are made Interactional Justice how fair people feel treated when procedures are implemented Outplacement assisting laid off employees by finding new jobs for them Severance payment or the continuing of payment to laid off employees Job Withdrawal dissatisfaction Can be Behavioral Physical or Psychological Progressive Discipline Verbal Warning Written Warning Suspension Termination EAP Employee Assistance Program Organization Structure Development and Change Unity of Command an employee should only have one supervisor Span of Control the number
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