The Supervisor

as Leader

Overview

You and Your People

The Nature of Leadership

Choosing a Leadership Style

“Managers are people who do

things right;

Leaders are people who do

right things.”

“Leadership is simply the process of

influencing someone to do something that

he or she might otherwise not do.”

Dr. Paul Hersey

Chairman, Center for Leadership Studies

Great people talk about ideas.

Average people talk about things.

Small people talk about other people.       

-- Author: Unknown

Definitions

Autocratic leader Carrot-and stick technique Coaching style Delegating style Directing style Formal authority Formal leader Generation X Informal leader Leader

• Leadership style

• MBWA

• Power

• Real authority

• Situational leadership

• Supporting style

• Theory X

• Theory Y

• Transactional leader

• Transformational leader

You and Your People The hospitality industry:70 percent part-time job. No special skill, ability or experience is required. Turnover rate of hourly workers in restaurants is 100 % Diverse workplace Approximately half of the foodservice workers 18-34

years a group referred to as Generation X. At least 50% of both food service and hotel workers are

women Employees do not want a militant fashion supervisors Supervisors and managers are essentials in the

hospitality

The Nature of Leadership

Leader:Leader: Someone who guides or influences the

actions of his or her employees to reach certain goals.

An important managerial function is to be a leader

A leader is a person whom people follow voluntarily.

You have to get people to work for you willingly and

to the best of their ability.

Many leadership skills are innate; not all managers

make great leaders.

The Jobs and the Workers

Characteristics of the Hospitality IndustryCharacteristics of the Hospitality Industry Many low-wage, entry level positions

Semi-skilled or skilled positions

Generation X ( born between 1964-1979)

Generation Y (born between 1980-1990)

Employees do not want supervisors to bark orders in a militant

fashion, they want training and expect management to invest time

and money on their training and development

High turnover

60% women workers

Minority workers

Characteristics of Leaders

Characteristics of Leaders

Drive

Desire to influence others

Honesty & Moral character

Self-confidence

Intelligence

Relevant knowledge

Characteristics of Leaders

Primary Sources of Power

Legitimate power

Reward Power

Coercive power

Expert power

Seven steps of establishing a foundation for leadership development:

1. Investing time, resources, and money to

create a supportive culture

2. Defining the differences between

management skills and leadership abilities

3. Developing quantifiable measurable that

support leadership skills

4. Focusing on leadership skill during

management training

5. Encouraging continuous education of

leadership skills

6. Recognizing leaders on all levels

7. Rewarding all enthusiastic leaders

Seven steps of establishing a foundation for leadership development:

PowerPower

Formal LeaderFormal Leader

• The ability to command

The person who act as leader

Informal LeaderInformal Leader Informal leaders are perceived by others

as showing higher levels of leading than formal leaders overall.

Formal AuthorityFormal Authority• Right to command employees,

given you by the organization

Definitions

moreMBWAMBWA

• Management by Wandering (Walking) Around

AutocraticAutocratic

BureaucraticBureaucratic

Making decisions without input from staff. Give orders without explanation

“Manage by the book”. Be a “Police Officer”

DemocraticDemocratic(Participative)(Participative)

Share decision making responsibility. Input from employees.

Leadership Styles

moreLaissez-faireLaissez-faire “Lead as little as possible”

Old-Style Boss

PROS

Some workers respond to

a command-obey style of

direction

Can be effective

Can be necessary

CONS

• Average American does not respond to autocratic style

• More likely to increase problems than to lessen them

• Breeds resentment, low morale, and adversary relationship

Customer service suffers and patrons go somewhere else

Theory X and Theory Y

Theory X’s Faulty Assumptions

1. The “average human being” has an inborn dislike of

work and will avoid it as much as possible.

2. He or she must be “coerced, controlled, directed,

threatened with punishment” to get the work done.

3. He or she prefers to be led, avoids responsibility, lacks

ambition, and wants security above all else.

Douglas McGregor

Theory X and Theory Y

Theory Y Propositions

1. Work is as natural as play or rest; people do not inherently dislike it.

2. People will work of their own accord toward objectives to which they feel committed without control or the threat of punishment.

3. People become committed to objectives that fulfill their inner personal needs.

Theory X and Theory Y

Theory Y Propositions4. People can learn not only to accept responsibility but

also to seek it. Lack of ambition, avoidance of responsibility, and the desire for security are not innate human characteristics.

5. Capacity for applying imagination, ingenuity, and creativity to solving on-the-job problems is “widely, not narrowly, distributed in the population.”

6. The modern industrial organization uses only a portion of the intellectual potential of the average human being.

Theory X

Work is naturalWork is natural

Capable of self-directionCapable of self-direction

Seek responsibilitySeek responsibility

Can make good decisionsCan make good decisions

Work avoiding Work avoiding

Need to controlNeed to control

Avoid responsibilityAvoid responsibility

Workers seek securityWorkers seek security

Theory Y

Theory X & Y

Situational Leadership

Behaviors

(Kenneth Blanchard and Paul Hersey)(Kenneth Blanchard and Paul Hersey)

Directive Behaviors

Supportive Behaviors

DirectingDirecting

CoachingCoaching

Close supervision most effective for training or emergencies

Direct supervision and support to build commitment

SupportiveSupportive

Situational Leadership Styles

more

DelegatingDelegating

Assists employees lacking commitment to improve performance

“Lead as little as possible”

Situational Leadership Styles

Transactional Leadership(Burns, 1978; Bass 1985)

Transactional Leadership… Leadership is a process where a leader is able

to bring about desired actions from others by using certain behaviors, rewards, or incentives

Transactional leaders motivate workers by appealing to their self-interest

Transactional Leaders Transactional leaders use

conventional reward and punishment to gain compliance from their followers.

"Do as I say and you will get a raise."

"Meet this quota or you will get fired."

a typical statement:

«If you reach the quality

goal, you‘ll get 5% of your

annual wage as a bonus»

Transformational Leaders

Transformational leaders

Communicate with and inspire workers about the mission and objectives of the company

Provide workers with meaningful, interesting, and challenging jobs

Act as coaches and mentors to support, develop and empower workers

Lead by example

a typical statement:

«You are a bit

unconcentrated

during the last

days; is there

anything wrong

at home or with

your collegues?»

Transformational Leadership

Transformational Leadership… Leadership is a process of eliciting performance above

and beyond normal expectations

Charisma

Individual consideration

Intellectual stimulation

TransformationalTransformationalLeadershipLeadership

CommunicatingCommunicatingthe Visionthe Vision

Modelling Modelling the Visionthe Vision

CreatingCreatinga Strategica Strategic

VisionVision

BuildingBuildingCommitmentCommitment

Transformational Leadership Elements

Developing Your Own Style

No one can teach you; but a lot of what the behavioral scientists are saying can be very useful to you.

Theory X makes people unproductive and worst counterproductive.

Theory Y satisfy inner needs as self respect, achievement, independence, responsibility status, and growth.

How you behave, your leadership style

Who your followers are: their competence and motivation for a given task

The match between how and who

What leadership skills you can apply

Leaders:

Establish direction

Align people

Motivate and inspire

Produce change

Look forward

Leader vs. Manager

Managers:

Plan & Budget

Organize & Staff

Problem solve

Produce order&

predictability

Move things forward

..L.E.A.D.E.R.S.H.I.P.

LoyaltyExcellenceAttitudeDeterminationEnergyResponsibilityStandardsHonorInspirationPerformance

Leaders and Managers: Distinguishing their Roles

Establishorganizational

mission

FormulateStrategy for

implementingmission

Implementorganizational

strategy

Leader’s JobLeader’s Job

Manager’s JobManager’s Job

Examples of Applying Theory

Substandard performance (no rewards for performance)

Reduced role ambiguity (clearer effort-to-performance links)

Newly formed work unit

Directive behaviors (tell followers what to do and how to do it)

Directive behaviors (make rewards available and contingent on performance)

Clearer performance-to-reward links (increased valence)

Higher effort

Higher satisfaction

Higher effort

Higher satisfaction

Situation Leader Followers Outcomes

..

“ Always dream and shot higher than you know you can do. Don’t bother just to be better than your

contemporaries or predecessors. Try to be better than yourself”

Old Chinese Proverb

Thanking You

By:-

superVAR