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The MAANZ MExpress Program

Effective Leadership and Team BuildingDr. Brian Monger

Copyright; January 2012 This Power Point program and the associated documents remain the intellectual property and the

copyright of the author and of The Marketing Association of Australia and New Zealand Inc.

Leadership"A leader is one who accomplishes challenging objectives by securing the voluntary

co‐operation of his subordinates and peers without having to rely in a major way on rewards or penalties."

‐ Joe Batten.

"The best executive is the one who has sense enough to pick good people to do what he wants done, and enough self restraint to keep from meddling with them while

they are doing it".

‐ Theodore Roosevelt.

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LeadershipPeople are our only management asset capable of increasing in value. Desks

and filing cabinets will not be worth more next year.

"A leader is best when he is neither seen nor heard, not so good when he is adored or glorified, worst when he is hated and despised. But a good

leader when his work is done, his aim fulfilled, the people will say, 'We did this ourselves'."

‐ Lao‐tzu.


LeadershipLeaders are individuals who create visions for people to believe in.

They inspire trust and loyalty and understand how to direct the talents of others to achieve desired objectives.


LeadershipLeadership is defined as an ability to influence, inspire, and direct the actions

of a person or group toward attaining desired objectives.

Leaders are able to inspire trust and loyalty, and they understand how to direct the talents of others toward achieving an important goal.


SkillsLeaders differ in their backgrounds, viewpoints, and physical characteristics.

Recent studies have shown, however, that there are five skills that the best leaders develop during their careers.

Empowerment refers to a leader's ability to share power with his or her followers by involving them in setting objectives and planning. This requires spending time

with your employee, but particularly with your top people. Although they may be very successful, their need to feel involved and influential is even greater than for

most employee.


SkillsIntuition refers to the ability to anticipate change and take risks. The marketplace for

most products is changing rapidly in today's business environment and the ability to react quickly is critical.

Self‐understanding implies a willingness to receive both positive and negative feedback from other people, including subordinates.

Vision is future oriented and therefore includes the idea of change. Managers must develop and sell to their subordinates a vision of how performance objectives can

be achieved.

Value congruence allows a leader to delegate to others the authority to run their own operations.


Successful LeadershipA leader is likely to be successful if:

* He knows exactly what his objectives are and respects the fact that there are limits on what he can achieve and on what he can expect others to achieve.

* She plans in advance individual and group work and responsibilities, but is flexible enough to realise that during implementation plans may need to be changed to

accommodate individual and group needs.

* He succeeds in establishing good relationships with his group through being empathic, while being able to maintain the respect of the group.

*


Successful LeadershipShe avoids posing as a teacher or prophet, but maintains control of the group's

activities.

* He needs to be able to instil a feeling of self‐worth in individuals.

* She allows ideas and views to come from the group rather than imposing her own views.

* He does not impose his leadership on the group. The successful leader should not have to assert his position, by trying to appear more knowledgeable and skilful

than others. The successful leader will gain the respect of the group because he is skilful, knowledgeable and diplomatic in the way in which he carries out his role.


Communication The leader needs skill in communicating ideas, requesting information and

making commands. Because of his position, a leader can become a self appointed censor blocking the flow of information.

He may not invite employees to contribute ideas because of jealousy or insecurity. If the leader provides information without a complete

understanding of the issue, further misinterpretation and misunderstanding by others is inevitable.


Leadership Styles • If you are attempting to influence the behaviour of others,

then you need to think about your leadership style. Leadership style is the pattern of behaviours that others

perceive you to use when trying to influence their behaviour. While your perceptions of your own behaviour

are important and interesting, these perceptions are not very useful unless they match the perceptions of others.

• A leader’s duties include motivating and encourage the sales staff. There are two types of leadership styles that are

practical in motivating and encouraging the sales team.


Leadership Styles • Every leader has an instinctive leadership style that is a behaviour pattern

they use more or less consistently when dealing with the sales force. We know that managers differ in their style, so the question is raised, What is

an effective managerial style? or, Is my style effective in a particular situation?

• The word effective in these questions refers not to mere compliance, but compliance with a positive and enthusiastic attitude. Employee may

outwardly react properly, but if their attitude is negative or noncommittal their chances of succeeding are greatly reduced.


Leadership Styles

• A manager's instinctive leadership style may not be the best style for a particular situation, even

though this style will be the most comfortable for the manager.

• Fortunately, good managers are able to modify their instinctive behaviours for the most effective

leadership styles, if the concepts involved are understood and the appropriate style is identified.


The Four Leadership Style Model

Four leadership styles are shown in Figure 2 and are referred to as directing, coaching,

supporting, and delegating.

Each style results from a combination of high or low supportive and directive behaviour.


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Supporting Coaching

DirectingDelegating

Directive BehaviourHighLow

High

Supp

orti

veB

ehav

iour

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• A directive style (low supportive/high directive) is one in which a manager tells a

staff member what, when, how, and where to do various tasks. Problem solving and

decision making are initiated solely by the manager. Communication is largely one way For example, the leader may establish a call frequency pattern for all the customers in a

staff member's territory based on past sales to each customer.



• With a coaching style (high supportive/high directive), leaders still provide a great deal of

direction and lead with their own ideas, but the employees ideas are solicited, as are their feelings about decisions. In this case, a leader may ask the

employee for a reaction to the call frequency schedule and will consider exceptions to the general policies that the employee feels are

justified.

• .


The Four Leadership Style Model• A supportive style (high supportive/low directive) calls

for a shifting of the day-today decision making and problem solving from the leader to the staff member. The manager's role is to provide recognition and to listen actively and facilitate problem solving and

decision making by the staff member.• With a supportive leadership style, management would

decide that a call frequency schedule is required in the territory but would allow the employee to devise a general call schedule. The leader may provide past sales and call report information and suggest any

changes in the schedule that are felt to be necessary.



• Finally, a delegating style (low supportive/low directive) is one in which the leader discusses the problems in the territory with the employee until a

joint agreement is reached on the problem definition. Following this discussion, the decision

making process is delegated totally to the employee to decide how a problem is to be

handled. In this case, the primary focus of the leader and staff member interaction is to arrive at

an agreement as to what is causing a particular problem.


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