CH12: Supervisor as Leader

You and your people
Nature of Leadership
Choosing a Leadership Style
What is a Leader? Someone who inspires, well trained and teach, should have the power to motivate your employees.
Intrinsic and extrinsic Rewards

You and Your People

Hotels and Restaurants depend on large numbers of people to fill low wage jobs
Turnover rate for hourly workers in full-service restaurants can be 100% or more!!!
The industry employs people from all ages and backgrounds however, most of them are from 18-40 (Generation X).
Over 50% of the hospitality industry are women
Employees want more than just a paycheck. When jobs are plentiful, they can go elsewhere

The Nature of Leadership

Being a leader can be defined as someone whom people follow voluntarily
Being a manager and a leader = being efficient and effective (one without the other creates confusion)

Characteristics of Leaders

Drive: exert exceptional effort
Desire to Influence others: accept authority, display trust, honesty and moral character
self-confidence: strong beliefs and decisive
level of intelligence: ability to gather, synthesize and interpret information
relevant knowledge: technical, theoretical and conceptual
Four kinds of power (I've got the power!)

legitimate power: derived from position
reward power: individual's control over rewards
Coercive power: ability to threaten negative outcomes
Expert power: Personal charisma, and respect and admiration the individual inspires (ability to perform!); this is the one we're striving for.

7 Steps for a Foundation of Leadership Development

Invest time, resources, and money needed to create a culture that supports leadership development
Identify and communicate differences between management skills and leadership abilities within a company
Develop quantifiable measurables (evaluations of employees skills and potential) that support leadership
Make leadership skills a focus of training
Implement ongoing programs that focus on leadership
Know that in the right culture leaders can be found at entry level

Authority and Leaders

Formal authority: is given to you by virtue of your position (legitimate power)
Real Authority: is given to you by having support of your employees (expert power)
Formal Leaders: according to the organization chart are in charge (legitimate power)
Informal Leaders: are in charge by having the support of their employees (expert power)

Choosing a Leadership Style

Autocratic: Needs of the employee comes second. Makes decisions without input from staff, gives orders and expects them to be obeyed. they believe that this is the only method employees will understand.
Bureaucratic: "By the Book", relies on rules, regulations and procedures for decisions. Appropriate for when employees can be permitted no discretion in the decisions to be made.
Democratic: Almost the reverse of the autocratic style. The supervisor wants to share and consult with the group in decision making. Informs employees about all matters concerning them.
Laissez-Faire: The hands-off approach. The supervisor does little leading as possible. Delegates all power and authority to employees. Limited application to the hospitality industry.

The Old Style Boss

Method:
- Command and obey
- carrot and stick (no reward)
- reward and punishment, autocratic
Results: far more likely to increase problems than to lessen them

Theory X and Theory Y

Theory X (don't like to work)

People are counterproductive
inborn dislike of work
Must be coerced, controlled, directed and threatened with punishment
People prefer to be led, avoid responsibility, lack ambition and want security

Theory Y (don't mind working; Douglas McGregor)

Argued that work is natural, people do not inherently dislike it
People will work at their own accord towards objectives
People become committed to objectives that fulfill inner personal needs
Under the right conditions people accept and seek out responsibility Imagination, ingenuity, and creativity to solving problems is widely distributed in the population
Modern industrial organizations use only a portion of the intellectual potential of the average human being

Situational Leadership: Kenneth Blanchard & Paul Hersey (p.292)

Two types of Leadership Behaviors

Directed Behavior: Tell employees exactly what you want done, how, when and where. The focus is to get the job done, it is best to use when employees are learning a new job.
Supportive Behavior: Show caring, and support to you employees. Praise, encourage, and involve them in decision making . This is best to use when an employee lacks commitment to a job.

Combining effective and supportive - four styles for different conditions:
- Directing Style: a lot of directed and few supportive behaviors
- Coaching Style: a lot of both directive and supportive
- Supporting Style: Highly supportive behaviors
- Delegating Style: low on both directive and supportive because responsibility is turned over to employees

Transformational Leadership

Transactional Leaders: motivate through appealing to workers self interest (rewards)
Transformational Leaders: act as a coach, lead by example, communicate, inspire, and provide workers with challenging jobs

To Develop your own style

Adapt your style to the situations, others and yourself
Build your own self-awareness
Be yourself
Remember that managers' numbers are the primary benchmark for evaluating...

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