Principle of management report

Managers typically have some coercive power, such as being able to suspend or demote employees or to assign them work find unpleasant or undersirable.. Leadership Power Referent Power Ex

TABLE OF CONTENTS Contents Page

Introduction 2

Theorytical framework on Leadership 3

1 Leading/Leadership 3

2 Leader 3

Power 3

Traits 4

3 Behavioral approaches 5

Studies of Iwoa university 5

Studies of Michigan university 9

Managerial grid 9

Situational approaches 10

Findings and analysis on Leadership 10

1 Summarizing the content of video 10

2 Findings and analysis the video 11

Recommendation 13

1 About leadership powers 13

2 About the three-style model of Kurt Lewin 14

Conclusion 16

References 17

We are living in the world where change is happening quickly in every aspect: Management has changed the way many organizations conduct business activities; the development of information technology has changed traditional concepts about organization and workspace; The rise of service organizations has changed the structure of the economy These changes made things that only a short time ago were considered the principles or template for success, now they are no longer suitable for modern management To succeed, today's and future managers should have the management capabilities to adapt to the demands of the times

Managers must understand clearly about management, which is a process of working with and through other people to achieve the goals Management has many different functions, and each function plays a certain important role One of those functions is Leading Leadership is always considered as an indispensable factor for any business regardless of size By the leader is like a captain, who leads the company boat to overcome challenges to achieve the goals

In this report, our group will emphasize Leadership theories and show our findings and analysis on Leadership and recommendation for managerial decisions

I THEORETICAL FRAMEWORK ON LEADERSHIP

1 LEADING/ LEADERSHIP

Leading/ Leadership is a process of influencing other people to act positively to accomplish specified goals

2 LEADER

Leader is a person who directs his/her followers toward a common objective, plays roles (such as coaching, supporting, training, and instructing employees) Also, his/her jobs related to improving relationships between leaders and followers, and among followers, and building a positive working environment

2.1 POWERS

2.1.1 COERCIVE POWER

This is the power a leader has to punish or control Followers react to this power out of fear of the negative results that might occur if they don’t comply Managers typically have some coercive power, such as being able

to suspend or demote employees or to assign them work find unpleasant or undersirable

2.1.2 REWAD POWER

This is the power to give positive rewards A reward can be anyting that a person values such as money, favorable perormance appraisals, promotions, interesting work assignments, friendly colleagues, and preferred work shifts

or sales territories

2.1.3 LEGITIMATE POWER

Legitimate power and authority are the same Legitimate power represents the power a leader has as a result of his or her position in the organization

Leadership Power

Referent Power Expert Power

Reward Power Legitimate

Power Coercive

Power

Although people in positions of authority are also likely to have reward and

coercive power, legitimate power is broader than the power to coerce and

reward

2.1.4 EXPERT POWER

As the title says, a leader has expert power when the followers believe that

the leader has “expert” knowledge or skills that are relevant to the job or

tasks they have to complete Experienced members or staff of the

organization can earn this power and be leaders even though they are

neither supervisors nor managers of followers

2.1.5 REFERENT POWER

This power is created when the followers believe that the leader possess

good qualities making employees admire and would like to be good as the

leader As referent power is depend on how the follower views the leader’s

pros, the leader will not have the same referent power over every follower

2.2 TRAITS

 DRIVE: Leaders exhibit a high effort level They have a relatively high

desire for achievement, they are ambitious, they have a lot of energy, they are

tirelessly persistent in their activities, and they show initiative

HONESTY AND INTEGRITY

HONESTY AND INTEGRITY

EXTRAVISION

DESIRE TO LEAD

DESIRE TO LEAD

SELF-CONFIDENCE

SELF-CONFIDENCE

INTELLIGENCE

INTELLIGENCE

JOB-RELEVANT

KNOWLEDGE

JOB-RELEVANT

KNOWLEDGE

 DESIRE TO LEAD: Leaders have a strong desire to influence and lead others They demonstrate the willingness to take responsibility

 HONESTY AND INTEGRITY: Leaders build trusting relationships with followers by being truthful or non-deceitful and by showing high consistency between word and deed

 SELF-CONFIDENCE: Followers look to leaders for an absence of self-doubt Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their goals and decisions

 INTELLIGENCE: Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able

to create visions, solve problems, and make correct decisions

 JOB-RELEVANT KNOWLEDGE: Effective leaders have a high degree

of knowledge about the company, industry, and technical matters In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions

 EXTRAVERSION: Leaders are energetic, lively people They are sociable, assertive, and rarely silent or withdrawn

3 BEHAVIORAL APPROACH

3.1 STUDIES OF IOWA UNIVERSITY (KURT LEWIN)

OVERVIEWING THE THREE-STYLE MODEL

Lewin's Leadership Styles Framework

(Pair right leader style with right situation)

Delegative Leadership

Delegative Leadership

Participative

Leadership

Participative

Leadership Authoritarian Authoritarian Leadership Leadership

Make

decision

Individual (Leader)

Collective (Leaders and Employees)

Employees themselves

Use power Centralized

(Leader)

Decentralized (Leaders and Employees)

Employees empowered

Supervise

followers

Strictly/Tightly (Leader) Feedback

Outcomes (Employees)

Require

followers

Employees obey/listen/follo w

Participation Discussion

Employees being creative/responsible/active

3.1.1 AUTOCRATIC LEADERSHIP

Autocratic leadership is a style, where leaders have a lot of power over their people Everyone but the leader has little opportunity to make any suggestion The leader does not consult employees, nor are they allowed to give any input Authoritarian leader usually determines the specific task for each participant because they often believe that their employees are lack of abilities and need strict guidance and control Thus, it is rigid and inflexible

Such leader tends to discourage team’s members, who might resign themselves to fact that the leader will make all of the decisions no matter what others have to contribute Leaders who apply the authoritarian style may very quickly reach the solution they want, but in terms of group morale, the costs are high In many circumstances, the leaders want his/her group to know beyond any doubt that they are in control The leaders are unaware and unconcerned about how people think they are

In contrast, authoritarian leaders would be appropriate in some situations, for instance, in a crisis or when time is extremely limited or when the matter under discussion is trivial In the field of military, leaders often use

an autocratic leadership style; top commanders are responsible for quickly making complex decisions, which allows troops to focus their attentions and energies on performing their allotted tasks and missions

Advantages of this style: Incredibly efficiency; Decisions are made quickly and work gets done efficiently

Disadvantages of this style: High levels of absenteeism and high staff turnover can occur

3.1.2 DEMOCRATIC LEADERSHIP

Participative leadership, also known as democratic leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process

Everyone is given the opportunity to participate, ideas are exchange freely, and discussion is encouraged While the democratic process tends to focus

on group equality and the free flow of ideas, the lead of the group is still there to offer guidance and control The democratic leader is charged with deciding who is in the group and who gets to contribute to the decisions that are made

Some of the primary characteristics of participative leadership include: Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions; Members of the group feel more engaged in the process; Creativity is encouraged and rewarded

Strong participative leaders inspire trust among followers They are sincere and base their decisions on their morals and values Followers tend to feel inspired to take action and contribute to the group Good leaders also tend

to seek out diverse opinions and do not try to silence dissenting voices or those that offer a less popular point of view

Advantages of this style: Team members tend to have high job satisfaction and are productive This style also helps develop people’s skills Team

members feel in control of their destiny, so they are motivated to work hard

by more than just a financial reward

Disadvantages of this style: It can often hinder situations where speed or efficiency is essential For example, during a crisis, a team can waste valuable time gathering people’s input Some team members might not have the knowledge or expertise to provide high quality inputs

3.1.3 LAISSEZ-FAIRE LEADERSHIP

This French phrase means “freedom” or “leave it be”, and it describes leaders who allow their people to work on their own This type of leadership can also occur naturally, when managers do not have sufficient control over their work and their people Laissez-faire leaders may give their teams complete freedom to do their work and set their own deadlines They provide team support with resources and advices, if needed, but otherwise do not get involved The laissez-faire leadership style is also known as the “hands-off” style All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own The leader of a laissez-faire gathering always tries

to view the discussion from the frame of reference of the member who is speaking

Advantages: Giving team members so much autonomy can lead to high job satisfaction and helping to increase productivity

Disadvantages: Team members do not manage their time well If they do not have knowledge, skills, or motivations, they will not do their work effectively

3.2 STUDIES OF MICHIGAN UNIVERSITY

The focus of the Michigan studies was to determine the principles and methods of leadership that led to productivity and job satisfaction The studies resulted in two general leadership behaviors or orientations: an employee orientation and production orientation

For production oriented, leaders consider followers as the tool to achieve the goals Leaders care about technical aspects of the jobs such as process and methods For them, productivity is important For employee oriented, leaders care about relationships with followers Leaders want to understand needs and wants of followers They accept individual differences They want to have loyalty and commitment of followers

Developed by R R Blake and J S Mouton, the Managerial Grid Model helps Managers to analyze their own leadership styles through a technique known as grid training

There are two dimensions of leadership, viz concern for people on

‘vertical’ axis and concern for production on ‘horizontal’ axis

The five resulting leadership styles are as follows:

Advantages of the Managerial Grid Model: Managers help to analyze their own leadership styles through a technique known as grid training Managers also identify how they with respect to their concern for production and people

Limitations of the Managerial Grid Model: The model ignores the importance of internal and external limits, matter and scenario And there

is some more aspect of leadership that can be covered but are not

The situational theory of leadership suggests that no single leadership style is best Instead, it all depends on the situation at hand and which type

of leadership and strategies are best-suited to the task According to this theory, the most effective leaders are those that are able to adapt their style

to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done Hersey and Blanchard suggested that there are four primary leadership styles:

TELLING: Individuals lack the specific skills required for the job in hand and they are willing to work at the task They are novice but enthusiastic SELLING: Individuals are more able to do the task; however, they are demotivated for this job or task Unwilling to do the task

PARTICIPATING: Individuals are experienced and able to do the task but lack the confidence or the willingness to take on responsibility

DELIGATING: Individuals are experienced at the task, and comfortable with their own ability to do it well They are able and willing to not only

do the task, but to take responsibility for the task

II FINDINGS AND ANALYSIS ON LEADERSHIP

1 SUMMARIZING THE CONTENT OF VIDEO

Hitler and his subordinates convened an emergency meeting to deliberate strategy about make repeated attacks on the cities occupied by the enemy Hitler was confident that he would succeed but his subordinates reported that the army didn't have enough troops to make a counter attack He still gave an order to attack but his subordinates refused to carry out an order

He was fly into a fit of madness after hearing that He blustered and reviled

in his soldiers and he had doubts about their abilities Hitler reckoned that

he was betrayed by his followers and he brought out the punishment as the threaten: use death penalty with senior soldiers He was hopeless because

he did not realize his aspirations But after all he still determined not to surrender to the enemy

2 FINDING AND ANALYSIS THE VIDEO

a, Adolf Hitler have two power of leadership :

REFERENT POWER: He made subordinates admire with his pros in his way of speaking, his self-confidence, his vision and his connection to people They would like to be good as him The German people were truly grateful to Hitler in the first stage for the great contribution he had done, which no one could do such as unifying power, restoring order and developing economy In addition, he is quite friendly with those around him, his close associates always stand side by side with him in the war and share power with him in the lower position

COERCIVE POWER: He would have punished and controlled his subordinates if they hadn’t complied his plan or make negative results He suspend or demote them or to assign them work find unpleasant or undersirable He scold them: “They are cowards, traitors and failures!”,“Our generals are just a bunch of comtemptible, disloyal cowards”

b, Hitler has personal characteristics of a leader Here are some Hitler’s traits :

DRIVE: He had a high desire for achievement, he was ambitious and he had

a lot of energy He was tirelessly persitent in his activities and they showed initiative He tried to do everything with high effort to defeat the enemy INTELLIGENCE: He gathered, synthesized and interpreted large amounts

of information He created visions, solved problems and made correct decisions He has a vision, has a separate ideology presented in the book

“My struggle” Although his ideology is distorted in the eyes of outsiders, it

is very true to that of Germans