leadership2

The MAANZ MXpress Program

Leadership - 2Dr Brian Monger

Copyright February 2013. 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. These

notes may be used only for personal study associated with in the above referenced program and not in any education or training program. Persons and/or corporations wishing to use these notes for any other purpose

should contact MAANZ for written permission.

Power and Leadership

• Power can be defined as the ability of one person or department in an organisation to influence

other people to bring out desired outcome. The leader ought to practice following leader power:

• Legitimate power is based on the manager's position in the organisation. Employee may put

extra effort behind products that a leader has targeted for special promotion because they think

that a manager has a right to expect this effort

2MAANZ MXPress Program


• Legitimate power is based on the manager's position in the organisation. Employee may put extra effort behind products that a leader has targeted for special promotion because

they think that a manager has a right to expect this effort


• Reward power depends on a leader's ability to reward subordinates for compliance. For

example, some employee may only put extra effort behind a particular product because the leader has offered to pay a bonus for each unit sold over a three month period. The extent of

this power will depend on the amount of bonus paid and the importance of extra compensation

to the staff member.4MAANZ MXPress Program


• Coercive power refers to compliance due to fear of punishment. Employee may feel that they could be fired if they do not spend extra time

prospecting for new customers.

• Everything else being equal, a staff member will put more effort into prospecting if being fired is a

significant threat. If the person is already thinking of quitting and has another alternative,

then the power of this threat is minimal.


Power and Leadership• Referent power is the leader's influence on others because of their identification or friendship with the manager. Employee may comply because they feel a friend should be able to expect compliance or because they so respect and admire a manager that they want to

be like this person.

• Expertise power is based on a manager's specialised knowledge. Thus an employee may put extra effort

into targeted accounts because a leader may have a long and distinguished sales track record.


Situational Leadership Model• Hersey and Blanchard have proposed

a situational leadership model that describes four different types of leadership styles. These four leadership styles are based on two characteristics: directive and supportive behaviour. Directive behaviour is the extent to which a leader engages in one-way communications, spelling out to followers what to do, where to do it, when to do it, and how to do it. Around this structure, performance is closely supervised and controlled by the leader.

• Supportive behaviour is the extent to which a leader engages in two-way communication involving listening, providing support and encouragement. When emphasising supportive behaviour, a leader involves the employee in the decision process. Participation in quota setting is a situation in which highly supportive behaviour is possible.


Motivation• Motivation is complex, affected by many individual factors and the interrelationships. Motivation is related to specific characteristics of the

tasks designed into the job.

• Job Motivation is related to 5 characteristics• 1. Task identity - the job requires the completion of a whole and

identifiable piece of work.• 2. Autonomy - a job produces freedom, independence, and discretion for

the work task as a leader.• 3. Skill variety - a job requires a variety of different skills.

• 4. Feedback - individual obtains direct and clear information about performance effectiveness.

• 5. Task significance – the job has a substantial impact on others.


Employee Maturity• The appropriate leadership style will depend on the maturity level of the

employee with whom the leader is interacting. According to Hersey and Blanchard, maturity level is defined as the competence and commitment of the person to perform a particular task without supervision. Competence is

gained from experience, training, and education. This can be developed and is not something you innately have or don't have.

• Commitment is a combination of confidence and interest in doing a task well. In this context, confidence refers to a person's self-assuredness or

feeling of being able to do a task well without much supervision. Motivation is a person's enthusiasm and interest in doing a task well.


Management Implications• The idea that leaders should be flexible in style is intuitively appealing to

many managers. Fortunately, flexibility in style is not solely the responsibility of management, nor the only requirement for success.

Employees will instinctively exhibit flexibility in their reaction to whatever style of leadership behaviour they face. Nevertheless, the application of

situational leadership is not always easy.

• A leader must remain flexible and be constantly alert to the changing overall maturity level of the employee and to their ability in performing

specific tasks. A sales person may have considerable experience in calling on existing customers, but have very little confidence in their ability to cold

call prospects. A leader needs to be aware of these developmental needs.


Team Building • Here are some terms that are often used in a team

building context. Which ones do you think define what a team is?

• A group of people• Synergy

• Having one aim• Whole > Sum• Co-operation• Flexibility

• Working together• Reporting to one boss• Serving one customer


Common goals

• From the definition of a team, you first have to define the common goal of the team before

you can define who is in it. Let us suppose that the goal is 'to increase the sales of the firm'.

• Who contributes to that goal? There are many people:


• A team is a group of people working towards a common goal.

• 'Team Building' is the process of enabling that group of people to reach their goal.


What is a "team?• In its simplest terms, the stages involved in team building are:

• * To clarify the team goals • * To identify those issues which inhibit the team from reaching their goals • * To address those issues, remove the inhibitors and enable the goals to be

achieved

• The primary skills in this process are recognising the right issues, and tackling them in an appropriate way and an appropriate order.

• Team building can also take a different form depending on the size and nature of the team.


What is a "team?• In a project environment, where team composition is continually changing,

the emphasis must be on developing the skills in individuals to be effective team members. The 'scale' involved is 1 person, and the team building

consultant is endeavouring to change the skills and abilities of the individual at operating within a team (or within multiple teams).

• In teams where membership is static - typically in management teams -how the individuals within the team relate can have a big bearing on team

performance. If a member leaves, or another joins, the dynamics of the team can be changed greatly.


Characteristics of a Team

• * There must be an awareness of unity on the part of all its members.

• * There must be interpersonal relationship. Members must have a chance to contribute,

learn from and work with others. • * The member must have the ability to act

together toward a common goal.


Ten characteristics of well‐functioning teams:

• * Purpose: Members proudly share a sense of why the team exists and are invested in accomplishing its mission and goals.

• * Priorities: Members know what needs to be done next, by whom, and by when to achieve team goals.

• * Roles: Members know their roles in getting tasks done and when to allow a more skillful member to do a certain task.

• * Decisions: Authority and decision-making lines are clearly understood. • * Conflict: Conflict is dealt with openly and is considered important to

decision-making and personal growth. • * Personal traits: members feel their unique personalities are appreciated

and well utilised.


Ten characteristics of well‐functioning teams:

• * Norms: Group norms for working together are set and seen as standards for everyone in the groups.

• * Effectiveness: Members find team meetings efficient and productive and look forward to this time together.

• * Success: Members know clearly when the team has met with success and share in this equally and proudly.

• * Training: Opportunities for feedback and updating skills are provided and taken advantage of by team

members.


Guidelines for effective team membership:

• * Contribute ideas and solutions • * Recognise and respect differences in others • * Value the ideas and contributions of others

• * Listen and share information • * Ask questions and get clarification

• * Participate fully and keep your commitments • * Be flexible and respect the partnership created

by a team -- strive for the "win-win" • * Have fun and care about the team and the

outcomes.


Characteristics of a high‐performance team:

• * Participative leadership - creating an interdependence by empowering, freeing up and serving others.

• * Shared responsibility - establishing an environment in which all team members feel responsibility as the manager for the performance team.

• * Aligned on purpose - having a sense of common purpose about why the team exists and the function it serves.

• * High communication - creating a climate of trust and open, honest communication.

• * Future focused - seeing change as an opportunity for growth. • * Focused on task - keeping meetings and interactions focused on results.

• * Creative talents - applying individual talents and creativity.

• * Rapid response - identifying and acting on opportunities.


Team Building• Team building must be:

•• * a way of life

• * the responsibility of every Team Member • * a continuous process

• * about developing a clear and unique identity • * focused on a clear and consistent set of goals

• * concerned with the needs and ambitions of each team member recognising the unique contribution that each individual can make

• * an awareness of the potential of the team as a unit • * results oriented

• * enjoyable


Team building must NOT be:

• * a short term, flavour of the month • * imposed without regard to peoples’ feelings

• * spasmodic • * reserved for only some members of the team

• * an excuse for not meeting personal responsibilities

• * a process where actions clearly contradict intentions

• * seen as a chore


23

END

MAANZ MXPress Program

leadership2

Documents