Directing and Leading, Lecture notes of Vocational education

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CHAPTER V LEADING/DIRECTING

Exercise

• What makes a good

leader?

• (^) What are the 10 qualities that make you

think highly of that person’s leadership?

• (^) Which do you think were most important

in this particular case of leadership?

• (^) What five characteristics do you consider

your best leadership qualities or traits?

Leadership

• (^) Is the heart of managerial process, because it is involved with initiating action.
• (^) Is the process of directing others to achieve personal or organizational goals.
• (^) Concerns the total manner in which a manager influences actions of subordinates: - (^) First, it includes the issuing of orders that are clear, complete, and within the capabilities of subordinates to accomplish - (^) Second, it implies a continual training activity in which subordinates are given instructions to enable them to carry out the particular assignment in the existing situation. - (^) Third, it necessarily involves the motivation of workers to try to meet the expectations of the manager - (^) Fourth, it consists of maintaining discipline and rewarding those who perform properly - (^) In short, leading is the final action of a manager in getting others to act after all preparations have been completed.

Leadership Skills

1. Skill of introspection- the ability to understand the position of a leaders and his impact to the organization.
2. Entrepreneurial skill – ability to take sensible risks and implement innovations.
3. Conflict resolution skill – ability to mediate conflict to handle disturbances under psychological stress.

4. Peer Skills – ability to establish and maintain a network of contacts with people.
5. Information processing skill – the ability to build networks, extract and validate information and disseminate information effectively.
6. Skills in uninstructured decision making – ability to find problems and solutions when alternatives, information objectives are ambiguous.
7. Resource allocation skills – ability to decide among alternative user of time and other scarce organizational resources.

The conclusion is that there is no one best leadership style and managers can be successful if placed in appropriate situations. The various approaches suggest that effective managing is also important for being an effective leader.

Transactional and Transformational Leadership

• (^) Transformational leadership, on the other hand, occurs when leaders and followers engage with one another in such away that they raise one another to higher levels of morality and motivation. Although the leaders and followers initially might come together out of the pursuit of their own interests or because the leaders recognized some special potential in the followers, as the relationship evolves, their interests become fused into mutual support for common purposes of both are elevated through the relationship; both parties become mobilized, inspired, and uplifted.

• (^) In some cases, transformational leadership even evolves into moral leadership as leadership raises the level of moral aspiration and moral conduct of both leaders and followers.

• (^) recognizes what it is we want to get from our work and tries to see that we get what we want if our performance warrants,
• (^) exchanges reward and promises of reward for our effort, and
• (^) is responsive to our immediate self-interest if they can be met by getting the work done.

• (^) The transformational leader, rather than focusing on how the current needs of subordinates might be met, concentrates on arousing or altering their needs. Such a transformation can be achieved in one or more of the three ways:

MOTIVATION

What Motivates You Now? What Will

Motivate You in the Future?