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Business Management, 13e
CHAPTER
3
The Manager as Leader
3.1
3.2
3.3
3.4
The Importance of Leadership
Developing Leadership Skills
Leadership Styles
Employee Issues and Work Rules
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Business Management, 13e
2
3.1 The Importance of Leadership
GOALS
● Recognize the importance of leadership and
human relations.
● Identify important leadership characteristics
and types of power.
● Describe four types of power available to
leaders.
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The Importance of Leadership
● Leadership in business
● Earns the respect and cooperation of employees
to effectively accomplish the work of the
organization
● Ability to influence individuals and groups to
cooperatively achieve a common goal
● Leaders have excellence Human Relations skills
● Developing as a leader
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Checkpoint
● Why do leaders need human relation skills?
● Leaders must take responsibility for the work of
the group they lead, so they need to demonstrate
and develop positive human relations skills
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Leadership Characteristics
● Intelligence
● Honesty
● Judgment
● Courage
● Objectivity
● Confidence
● Initiative
● Stability
● Dependability
● Understanding
● Cooperation
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Checkpoint
● How do leadership characteristics help
managers do their work?
● They prepare managers to be responsible yet
flexible and adjust to changes
● They are able to work well with people to get
work accomplished
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Influencing People
● Management power
● Position power
● Reward power
● Expert power
● Identity power
● Using power effectively
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Checkpoint
● Which types of power are related to effective
leadership characteristics?
● Expert and identity power are related to effective
leadership
● Position and reward power are not
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3.2 Developing Leadership Skills
GOALS
● Discuss why businesses value leadership skills
of managers and employees.
● Identify and define five important human
relations skills.
CHAPTER 3
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Leadership in Business
● Developing leadership qualities
● Leadership skills for managers
● Leadership skills for employees
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Human Relations
● Self-understanding
● Involves an awareness of your attitudes and
opinions, your leadership style, decision making
style, and your relationships with other people
● Understanding others
● Communication
● Team building
● Developing job satisfaction
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Human Relations
● Team building
● Getting people to support the same goals and
work well together to accomplish them
● Developing job satisfaction
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13
3.3 Leadership Styles
GOALS
● Describe three views of employees that affect
the type and amount of management
supervision.
● Differentiate among three leadership styles.
CHAPTER 3
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Management Views of Employees
● Close management
● Attitude results from a feeling that employees are
not very interested or motivated and work only
because they have to
● Limited management
● Employees are interested in their work because
the job meets many of their personal needs
● Flexible management
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Checkpoint
● What are the beliefs about employees that
lead to close management and to limited
management?
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Checkpoint
● What are the beliefs about employees that
lead to close management and to limited
management?
● Close management is based on the belief that
employees are not very interested or motivated
and work only because they have to
● Limited is based on the belief that employees’
jobs meet many personal needs that employees
who enjoy their work will do a better job,
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Leadership Styles
● The general way a manager treats and supervises
employees
● Autocratic leadership
● Gives direct, clear, and precise orders with detailed
instructions as to what, when, and how work is to be done.
● Democratic leadership
● One who encourages workers to share in making decisions
about their work and work-related problems
● Open leadership
● Situational leadership
CHAPTER 3
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Leadership Styles
● Open leadership
● Gives little or no direction towards employees
● Situational leadership
● Understands employees and job requirements and
matches actions and decisions to the circumstances.
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Checkpoint
● Under what circumstances could an autocratic
leadership style be used effectively?
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Checkpoint
● Under what circumstances could an autocratic
leadership style be used effectively?
● The autocratic style works best in emergency
situations or with temporary or new employees
CHAPTER 3
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3.4 Employee Issues and Work Rules
GOALS
● Understand the manager’s role in recognizing
and dealing with employees’ personal issues.
● Describe the importance of establishing and
enforcing work rules.
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Managing Personal Issues
● Balancing work and personal life
● Most cases the employee is able to resolve the
problem and the manager does not need to take
action
● Understanding and sympathetic
● Handling difficult personal problems
● Employee assistance program – provide
confidential individual assistance including
counseling and support services.
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Checkpoint
● What should managers do when confronting
an employee’s difficult personal problem?
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Checkpoint
● What should managers do when confronting
an employee’s difficult personal problem?
● Managers should show concern for the problem
and make the employee aware for services the
business provides to help employees with
personal problems
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The Need for Work Rules
● Rules – prescribed guides for actions and
conduct
● Work Rules – regulations created to maintain
an effective working environment in business
● Developing work rules
● Labor Union – an organization of workers formed
to represent their common interests in improving
wages, benefits, and working conditions
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The Need for Work Rules
● Developing work rules
● Labor agreement – the contract between
management and the union identifying rights and
responsibilities of the business and its employees
● Responding to rules violations
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Checkpoint
● Why should managers deal with difficult
employee situations in a direct way rather
than postponing or ignoring them?
CHAPTER 3
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Checkpoint
● Why should managers deal with difficult
employee situations in a direct way rather
than postponing or ignoring them?
● The result of not dealing with an obvious rule
violation or other employee problem is that
employees will not have clear expectations and
will not know whether the manager intends to
enforce the rules or not.
CHAPTER 3
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