Leadership for Managers

1. The MAANZ MExpress Program
Effective Leadership and Team Building
Dr. 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.

2. 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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3. Leadership
People 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.
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4. Leadership
Leaders 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.
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5. Leadership
Leadership 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.
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6. Skills
Leaders 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.
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7. Skills
Intuition 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.
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9. Successful Leadership
A 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.
*
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10. Successful Leadership
She 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.
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11. 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.
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12. 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.
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13. 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.
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14. 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.
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15. 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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16. High
Supporting Coaching
Supportive Behaviour
Delegating Directing
Low High
Directive Behaviour
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17. The Four Leadership Style Model
• 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.
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18. The Four Leadership Style Model
• 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.
• .
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19. 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.
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20. The Four Leadership Style Model
• 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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21. END
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