Top management commitment Open and honest Planned and deliberate Upwards

Top management commitment open and honest planned and

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Top management commitmentOpen and honestPlanned and deliberateUpwards, downwards, sidewaysSupported by trainingAgreed objectives Interesting, significant contentSystematicTwo-wayRelevantRegular and well-timedWhat do leaders do on the job?Mintzberg’s leadership managerial roles:1)Interpersonal rolesFigurehead role: representing the organisation in legal, social, ceremonial activitiesLeader role:performing the management functions to operate the managers unit effectivelyLiaison role:interacting with people outside their organisation unit2)Informational rolesMonitor role: gathering informationDisseminator role:sending info to others in the organisational unitSpokesperson role:providing info to people outside the organisational unit3)Decision roles:Entrepreneur role: innovate and initiate improvementsDisturbance-handler role: take corrective action during a crisis or conflict situationResource-allocator role:schedule, request authorization, and perform budgeting activities Negotiator role:representing the organisation during routine and non-routine transactionsSuccessful and unsuccessful leadership:
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Examples of successful and unsuccessful leadership Successful leadership: When making decisions, takes into account the needs of the organisation and needs of employees Coaches employees in how to meet expectations Quickly gains trust and respect from customers Does an honest self-assessment Rewards hard work and dedication to excellence Understands higher management values and how they see things Unsuccessful leadership: Is not adaptable to many different types of people Overestimates own abilities Hires people with good technical skills but poor ability to work with others Is overwhelmed by complex tasks Prefers to work on day-to-day problems rather than long-range strategies Fails to encourage and involve team members Individual models of leadership: 1) Traits-based approach
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  • Summer '17

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