Leadership and Management

Question
Scope
Part 1: Leadership vs Management
Part 2: Theory X and Theory Y
Part 3: Maslow’s Hierarchy of needs
Part 4: Activities for midterm

When To Manage vs When To Lead
- Team leaders, managers and other people in a position of authority often have to
switch between effectively leading and managing. Both qualities have their
advantages and suit different situations.
- As an authority figure within the team/group, you should aim to embody both
leadership and management skills and know when to implement each.

Leadership
- Leadership is the act of helping a person or group of people achieve an agreed-

upon goal. Common qualities associated with leadership include the ability to
motivate, inspire and encourage others to pursue and see their vision
through.
- Leadership tends to focus more on increasing results by building and maintaining

talented teams rather than ensuring tasks are completed through management.
Management
- Management is the process of controlling or dealing with situations, things or

people.
- Managing a situation or team within the workplace often involves constantly

reassessing and tweaking results to measure productivity and improve output.
Leadership vs Management
- Leadership is often based on a mission, while management is often based on a

specific task being completed.
- Management involves following the rules closely, while leadership often

entails creativity and innovation.
- Management is more focused on controlling people and outcomes, while

leadership often centers around inspiring people to think outside of the box.
- Leaders motivate and inspire, while managers direct.

Leadership vs Management
Continuation-
- Management focuses on optimizing the execution of a process, while leadership

focuses on optimizing a team as a whole.
- The results of leadership are often intangible, while the results of management are
easily measurable.
Which is better?
- The best option depends on the individual situation. Some circumstances require a
manager, while others require a leader, and sometimes a situation requires both
leadership and management.
- Leaders are able to empower their team and inspire the desire to reach a goal, but
without a manager in place to direct staff, they are unlikely to reach that goal.
Which is better?
- If you can lead your team well, managing your team becomes easier. Once you
have positively influenced the behaviors of your team through leadership,
optimizing the processes they use through management becomes much more
effective.
- With a highly motivated and engaged team, you can more efficiently implement
changes to policies and improve the quality of output because your team is
invested in the company’s success.
When to manage and when to lead
Leading when it is appropriate and managing when it is required can help your team
perform much better and excel in their careers
When to manage your team
- During a crisis or emergency situation
- For issues that involve processes or things
- When training new team members
- When completing work on a deadline
- When delegating important tasks
- When a situation requires specific results

When to lead your team
- When employees are confident in their abilities and are performing tasks efficiently
- When you can trust your team members to do the tasks they have been given
- When you are introducing a new approach to the workplace
- During creative discussions or team meetings

Some Leadership skills
- Visionary - Encourages commitment
- Thinks strategically - Reaches long-term goals
- Creates a mission statement - Gives feedback
- Defines the purpose of the team - Motivates
- Considers the strengths of each team - Creates change

member - Takes calculated risks
- Inspires behavior
- Satisfies the unmet needs of employees

Some Management skills
- Improves productivity and efficiency - Maintains quality
- Establishes processes and streamlines - Demands action

systems
- Focuses on strategic planning
- Follows through on realizing the mission
- Creates order
statement
- Establishes rules
- Sets timelines
- Corrects behavior
- Is organized
- Creates budgets - Minimizes risks
- Solves problems
How to measure effective leadership
- Effective leadership can be measured by the behavior of your team. If your
team members are often disengaged or unsatisfied, something may be lacking
in your leadership approach. When team members are not progressing in their
assigned tasks, you may need to reconsider your skills as a leader.

How to measure effective management
- Effective management can be measured with traditional performance metrics,
such as the quantity and quality of output, and meeting deadlines. If your
team is consistently failing to produce enough quality work on time, your
management style may not be helping your team.
- Work on providing direct support to your team members when they are
struggling with a challenging task. Give them a goal to meet only if they are
capable, let them decide how to go about reaching that goal.

Tradition vs Innovation
Growing organizations require and depend on management, but people do not
like to be managed. This is especially true for the younger generations such as
Gen. Y, which makes up for about half of the working population. Managing
millennials and knowledge workers the way we used to manage traditional
factory workers can be disastrous.

Tradition vs Innovation
Gen. Y is built for a workplace of tomorrow, yet managers of organizations are
stuck in a “command-and-control” mindset because of the traditional approach to
organizational management. They believe the old way is the best way.
Manage things, but not people. People are lead, not managed.
Theory X and Theory Y
- Theory X and Theory Y are theories of human work motivation and management.
- They were created by Douglas McGregor in the 1950s, and developed further in the 1960s.
- Management use of Theory X and Theory Y can affect employee motivation and productivity in
different ways, and managers may choose to implement strategies from both theories into their
practices.
Theory X and Theory Y
Theory X
- In general, Theory X style managers believe their employees are less intelligent, lazier, and
work solely for a sustainable income.
- Managers who believe employees operate in this manner are more likely to use rewards or
punishments as motivation.
Theory X
- Theory X managers believe all actions
should be traceable to the individual
responsible.
- This managerial style is more effective when
used in a workforce that is not essentially
motivated to perform.
Theory X
According to McGregor, there are two opposing
approaches to implementing Theory X:
- the hard approach and;
- the soft approach.

Theory X: Hard Approach
- This approach depends on close supervision, intimidation, and immediate punishment.
- This approach can potentially yield a hostile, minimally cooperative workforce that may cause
resentment towards management.
- Managers are always looking for mistakes from employees, because they do not trust their
work.
- Theory X is a "we versus they" approach, meaning it is the management versus the employees.
Theory X: Soft Approach
- The soft approach is characterized by leniency and less strict rules in hopes for creating high
workplace morale and cooperative employees.
- Implementing a system that is too soft could result in an entitled, low-output workforce.
- McGregor believes both ends of the spectrum are too extreme for efficient real-world
application. Instead, He feels that an approach located in the middle would be the most
effective implementation of Theory X

Theory Y
- Theory Y managers assume employees are internally motivated, enjoy their job, and
work to better themselves without a direct reward in return.
- These managers view their employees as one of the most valuable assets to the
company, driving the internal workings of the corporation.

Theory Y
- Employees additionally tend to take full responsibility for their work and do not need close
supervision to create a quality product.
- Theory Y managers gravitate towards relating to the worker on a more personal level, as
opposed to a more conductive and teaching-based relationship. As a result, Theory Y
followers may have a better relationship with their boss, creating a healthier atmosphere
in the workplace.
*Theory Z
- Theory Z recognizes a transcendent dimension to work and worker motivation. An optimal
managerial style would help cultivate worker creativity, insight, meaning and moral
excellence.
- Maslow believed the ideal organization would harness the human drive for self-
transcendence, as well as the motivations of his original pyramid. (Maslow's hierarchy
of needs)
https://www.youtube.com/watch?v=CXAzZRnJo2o&list=PLkjICC44G5t4E7k20G4
BMkbAZTgukZVcx&index=3
Question
Other options…
- Tightrope (The Greatest Showman)
Maslow's hierarchy of needs
- Maslow's hierarchy of needs is an idea in psychology proposed by Russian-American Abraham
Maslow in his 1943 paper "A Theory of Human Motivation" in the journal Psychological Review.
- Maslow's hierarchy of needs is used to study how humans intrinsically partake in behavioral
motivation.
- Maslow subsequently extended the idea to include his observations of humans' innate curiosity.
- The hierarchy of needs is split
between deficiency needs and
growth needs.
- The model describes the pattern through which
human motivations generally move. This means
that in order for motivation to arise at the next
stage, each stage must be satisfied within the
individual themselves.
- The goal in Maslow's hierarchy is to attain the
fifth level or stage: self-actualization.

Hierarchy of needs - Physiological needs
- These needs are the biological component for human survival. According to Maslow's
hierarchy of needs, physiological needs are factored in internal motivation.
- In order to advance higher-level needs in Maslow's hierarchy, physiological needs must be
met first. This means that if a person is struggling to meet their physiological needs, they are
unwilling to seek safety, belonging, esteem, and self-actualization on their own.

Hierarchy of needs - Safety needs
- Once a person's physiological needs are relatively satisfied, their safety needs take
precedence and dominate behavior.
- It includes shelter, job security, health, and safe environments. If a person does not feel
safe in an environment, they will seek safety before attempting to meet any higher level of
survival.
Love and social belonging needs
- After physiological and safety needs are fulfilled, the third level of human needs is
interpersonal and involves feelings of belongingness.
- According to Maslow, humans possess an effective need for a sense of belonging and
acceptance among social groups, regardless of whether these groups are large or small.
For example, some large social groups may include clubs, co-workers, religious groups,
professional organizations, and online communities.

Esteem needs
Maslow noted two versions of esteem needs.
- The "lower" version of esteem is the need for respect from others, and may include a need for
status, recognition, fame, prestige, and attention.
- The "higher" version of esteem is the need for self-respect, and can include a need for strength,
competence, mastery, self-confidence, independence, and freedom.

Self-actualization
Self-actualization
- Maslow describes this as the desire to accomplish everything that one can, to become the
most that one can be.
- People may have a strong, particular desire to become an ideal parent, succeed athletically,
or create paintings, pictures, or inventions.
- Individuals who are motivated to pursue this goal seek and understand how their needs,
relationships, and sense of self are expressed through their behavior.

*Transcendence needs
- Maslow later subdivided the triangle's top to include self-transcendence, also known as
spiritual needs.
- Spiritual needs differ from other types of needs in that they can be met on multiple levels.
When this need is met, it produces feelings of integrity and raises things to a higher plane
of existence.
https://www.youtube.com/watch?v=L0PKWTta7lU&list=WL&in
dex=3
For Midterm
For Midterm
Facebook is a social networking service
launched as The Facebook on February 4,
2004. It was founded by Mark Zuckerberg
and Dmy Lin and college roommates and
fellow Harvard University students

CADD Activity
Future Commercial Aircraft Future Multirole Combat Aircraft

Project Management
Project Management
Project Management
Include the following on your weekly report
- Tasks
- Assignment of tasks
- Status/Progress (in percentage)
- Date Started – Finished and duration
- Deadline
- Predecessor
- Milestones (Optional)
https://www.youtube.com/watch?v=5qtSioTE2wY&list=WL&index=5
https://www.youtube.com/watch?v=eOrU6hJ64HY&list=WL&in
dex=4
CADD (Tentative)
Criteria for Competition
• IDEATION
-Creative Concept/Idea – Improved design/ Completely new design/concept.
-Innovation - integration of current technology to aviation.
• TARGET MARKET
-Utility
-Response to current limitations
• FUNCTIONALITY -form follow function

CADD (Tentative)
Criteria for grading
• PRESENTATION
• COMPLETENESS
• LEVEL OF DETAIL
• PUNCTUALITY

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Question

Part 1: Leadership vs Management

Part 2: Theory X and Theory Y

Part 3: Maslow’s Hierarchy of needs

Part 4: Activities for midterm

advantages and suit different situations.

leadership and management skills and know when to implement each.

- Leadership is the act of helping a person or group of people achieve an agreed-

- Leadership tends to focus more on increasing results by building and maintaining

- Management is the process of controlling or dealing with situations, things or

- Managing a situation or team within the workplace often involves constantly

- Leadership is often based on a mission, while management is often based on a

- Management involves following the rules closely, while leadership often

- Management is more focused on controlling people and outcomes, while

- Leaders motivate and inspire, while managers direct.

- Management focuses on optimizing the execution of a process, while leadership

- During a crisis or emergency situation

- For issues that involve processes or things

- When training new team members

- When completing work on a deadline

- When delegating important tasks

- When a situation requires specific results

- When you are introducing a new approach to the workplace

- During creative discussions or team meetings

- Visionary - Encourages commitment

- Thinks strategically - Reaches long-term goals

- Creates a mission statement - Gives feedback

- Defines the purpose of the team - Motivates

- Considers the strengths of each team - Creates change

- Satisfies the unmet needs of employees

- Improves productivity and efficiency - Maintains quality

- Establishes processes and streamlines - Demands action

- Creates budgets - Minimizes risks

- Effective leadership can be measured by the behavior of your team. If your

team members are often disengaged or unsatisfied, something may be lacking

assigned tasks, you may need to reconsider your skills as a leader.

- Effective management can be measured with traditional performance metrics,

team is consistently failing to produce enough quality work on time, your

management style may not be helping your team.

capable, let them decide how to go about reaching that goal.

Growing organizations require and depend on management, but people do not

millennials and knowledge workers the way we used to manage traditional

factory workers can be disastrous.

Gen. Y is built for a workplace of tomorrow, yet managers of organizations are

stuck in a “command-and-control” mindset because of the traditional approach to

work solely for a sustainable income.

- Theory X managers believe all actions

should be traceable to the individual

- This managerial style is more effective when

used in a workforce that is not essentially

According to McGregor, there are two opposing

approaches to implementing Theory X:

- the hard approach and;

- the soft approach.

- This approach depends on close supervision, intimidation, and immediate punishment.

resentment towards management.

workplace morale and cooperative employees.