CpE-1 Leadership and Management

Leadership and Management
Presented by:
Engr. Klint Ian V. Austero
Silliman University
College of Engineering and Design
Topic Outline
• Introduction
• Definition of Leadership
• Management and Leadership
• Being a Manager
• Roles and Work of a Manager
• Management Level
• Management Styles
• Being a Leader
• Interpersonal Effectiveness
• Attribute to a Good Leader
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Introduction
SLIDO.COM
What is Leadership?
What come into your mind if you see this word?
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Definition of Leadership
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• Social influence process of involving two or more people
• Leader
• Follower
• Potential follower
• Two dimensions of Leadership

• Leader intends to affect behavior of another person
• Target of influence effort perceives intent as acceptable
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• Find leaders in different places in organizations
• Formal organization position
• Personal qualities add or detract from leadership
• Emergent leaders within formal and informal groups in an organization
• Leaders at any organization level
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Leadership Theories
• Great Man Theories
• Leaders are exceptional people, born with innate qualities destined to lead
• Term ‘man’ was intentional – concept was primarily male, military and Western
• Traits Theories
• Research on traits or qualities associated with leadership are numerous
• Traits are hard to measure. For example, how do we measure honesty or integrity?
• Functional Theories (John Adair, Action Centred Leadership, 1970)

• Leader is concerned with the interaction of 3 areas:
• Task – goal setting, methods and process

• Team – effective interaction/communication, clarify roles, team morale
• Individual – attention to behaviour, feelings, coaching, CPD
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Leadership Theories
• Behaviorist Theories (Blake and Mouton, Managerial grid, 1964)
• Leaders behavior and actions, rather than their traits and skills e.g. production orientated or people orientated
• Different leadership behaviors categorized as ‘leadership styles’ e.g. autocratic, persuasive, consultative,
democratic
• Doesn’t provide guide to effective leadership in different situations
• Situational/contingency Leadership (Hersey-Blanchard, 1970/80)

• Leadership style changes according to the 'situation‘ and in response to the
• individuals being managed – their competency and motivation
• Transformational Theory
• Leaders inspire individuals, develop trust, and encourage creativity and personal growth
• Individuals develop a sense of purpose to benefit the group, organization or society. This goes beyond their
own self-interests and an exchange of rewards or recognition for effort or loyalty.
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Management and Leadership
Leadership is the ability to develop a

vision that motivates others to move
with a passion toward a common goal
Management is the ability to organize

resources and coordinate the
execution of tasks necessary to reach
a goal in a timely and cost effective
manner
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Managers
sustain and
control
organizations Leaders try to
change them
Management and leadership
requirements
• Differs in different
Managers organizational positions
follow an • Differs at different times in
organization’s Leaders have an organization’s history
present vision vision and inspire

others to follow it
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Management
seeks stability
Leadership seeks
& predictability
improvement
through change
Managers
Do things Leaders Do
right the right
thing
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TURBULEN
STABLE
T
MANAGER LEADER
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Roles of a Manager
What do managers do?
1) Planning – involves analyzing information, setting goals, and making

decisions about what needs to be done.
2) Organizing – identifying and arranging the work and resources needed to
achieve the goals that have been set.
3) Staffing – obtain, prepare and compensate the employees of a business.
4) Implementing – direct and lead people to accomplish the planned work of the
organization.
5) Controlling – determines to what extent the business is accomplishing the
goals it set out to reach.
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MANAGEMENT LEVELS
• Top management – executives are top-level with responsibilities for
the direction and success of the entire business. Responsible for:
• Long-term direction
• Profitability and success of business
• Titles include Chief Executive Officer, President, Chief Operating Officer and Vice President
• Mid-management – specialists with responsibilities for specific parts

of a company’s operations.
• They must coordinate their work with other managers
• Time is devoted to organizing, staffing and implementing functions
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MANAGEMENT LEVELS
• Supervisors – first level of management in a business.
• Responsible for the work of a group of employees
• Plan the day-to-day work
• Make sure needed resources are available
• Spend most of their time implementing the plans of executives and mid-managers
• Management by others –
• some experienced employees are asked to serve as leaders for their work
group. They may be asked to lead a project or supervise the work of a new
employee.
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MANAGEMENT SKILLS
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MANAGEMENT STYLES
• Tactical management –
• the manager is more directive and controlling. They will make the major
decisions.
• Strategic management –
• managers are less directive and involve employees in decision making. They
trust employee to work without direct supervision all the time.
• Mixed management –
• the combined use of tactical and strategic.
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Interpersonal Effectiveness of a Leader
Leadership, according to Peter DeLisle, is the ability to influence others,
with or without authority.
All successful endeavors are the result of human effort; thus, the ability
to influence others is a derivation of
• Interpersonal Communications
• Conflict Management
• Problem solving
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Interpersonal Effectiveness of Leader
Interpersonal effectiveness is the capability of an individual to do this,
influence others, competently.
Leadership is a direct function of three elements of interpersonal

effectiveness
• Awareness
• Ability
• Commitment
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Interpersonal Effectiveness of Leader
Awareness
Ability Commitment
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Awareness
Awareness is a state of consciousness.
• It is the ability to recognize yourself, others, events and situations in
real time.
• It is the ability to assess the impact of actions on situations and others,
and be critically self-reflective.
• It is a development process that is a function of experience,
communication, self discovery and feedback.
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Ability
Ability to learn and understand technical issues is the basis of our careers.
Ability to lead is a function of influence:

• Ability to communicate
• Ability to resolve conflicts
• Ability to solve problems and make decisions
As a member of a team, we influence others in a collaborative effort to

find better ideas or solve problems.
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Commitment
For leaders, the “one thing” that leads to maturity is the fully aware
recognition that one’s decisions make a difference, both positively and
negatively, in the lives of others, and that any attempt to solve a
problem might have a decided negative impact on some, while helping
others.
In no-win scenarios, one must still make a hard decision.
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Attributes of a Leader
• Guiding vision:
• Effective leaders know what they want to do, and have the strength of
character to pursue their objectives in the face of opposition and in spite of
failures. The effective leader establishes achievable goals.
• Passion:
• Effective leaders believe passionately in their goals. They have a positive
outlook on who they are, and they love what they do. Their passion for life is a
guiding star for others to follow, because they radiate promise!
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• Integrity:
• Because they know who they are, effective leaders are also aware of their
weaknesses. They only make promises they can follow through on.
• Honesty:
• Leaders convey an aura of honesty in both their professional and their
personal lives.
• Trust:
• Effective leaders earn the trust of their followers and act on behalf of their
followers.
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• Curiosity:
• Leaders are learners. They wonder about every aspect of their charge. They
find out what they need to know in order to pursue their goals.
• Risk:
• Effective leaders take calculated risks when necessary to achieve their
objectives. If a mistake is made, the effective leader will learn from the
mistake and use it as an opportunity to explore other avenues.
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• Dedication:
• The effective leader is dedicated to his or her charge, and will work assiduously
on behalf of those following. The leader gives himself or herself entirely to the
task when it is necessary.
• Charisma:
• This may be the one attribute that is the most difficult to cultivate. It conveys
maturity, respect for your followers, compassion, a fine sense of humor, and a love
of humanity. The result is that leaders have the capability to motivate people to
excel.
• Listening:
• Leaders Listen! This is the most important attribute of all, listen to your followers.
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Leaders and Managers Skills
Leadership – soft skills
Communications
Motivation
Stress Management
Team Building
Change Management
Management – hard skills

Scheduling
Staffing
Activity Analysis
Project Controls
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Recipe of Being a Leader
• Take control of your life
• Assume responsibility for who you are
• Convey a positive and dynamic attitude in everything you do
• Accept blame: learn from your own mistakes as well as those of
others. Take blame for everything that happens in your unit
• Give credit wherever it is due
• Be compassionate when you review your team members' progress or
lack thereof
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• Think great thoughts. Small thinking is why companies go broke
• Turn disasters into opportunities. Turn every obstacle into a personal
triumph
• Determine your "real" goals then strive to achieve them
• When you want to tell someone something important, do it personally
• Don’t be afraid to get your hands dirty doing what you ask others to
do. Make coffee
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• Listen effectively
• Encourage teamwork and participation
• Empower team members
• Communicate effectively
• Emphasize long-term productivity
• Make sound and timely decisions
• Treat each person as an individual
• Know yourself and your team
• Protect your team
• Have vision, courage and commitment
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Evaluate Yourself: Personality Interactive
Skills
Carl Jung was a Swiss born psychiatrist, and a colleague of Sigmund
Freud, who practiced in the first half of the 20th century.
Jung formulated a classification of personality in terms of types of

characteristics, such an introvert and extrovert
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Personality Indicators
• Extraversion: type E, • Are you energized around people? Do you like to meet
people and seek opportunities to do so? Do you think
sociable, about 75%, out loud? Do you talk to plants and discuss problems
• expends energy with animals? This is Extrovert behavior.
• interacts with others
freely
• Alternatively, do you find you would rather work alone,

• Introversion: type I, without interruption. Does meeting too many people
territorial, about 25% tend to tire you out? Would you sooner not answer the
phone - let the answering machine do it for you. Would
• conserves energy you rather have a problem written down for you than
• reads meditates stated verbally? This is typical Introvert behavior.
• solves problems
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• Intuitive: type N, • Or do you think in terms of the big picture, in terms
creative, about 25% of concepts and ideas, rather than the information
• ingenious, future- involved? Put down intuitive.
oriented, fantasizes,
imaginative
• Do you see the world in terms of your senses? Do

• Sensing: type S, you like the facts before starting work? Do you like
practical, about 75% dealing with the details of a project rather than the
• experience-oriented, overall plan? You are likely Sensing.
utility, sensible
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• Thinking: type T, • Do you tend to follow the rules regardless of how
impersonal, 50% you feel? Do you hide your feelings and get on with
(however, 60%M) the job? That's Thinking.
• objective judgments,
logical orientation, rules,
laws, justice, firmness
• Feeling: type F, personal,

50% (however, 60%F) • Or do you inject a personal note into things you do,
• emotional judgments, even let your emotions take over, sometimes. That's
value-oriented, Feeling type behavior.
persuasion, sympathy,
devotion
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• Judging: type J, closure, • Do you like to set up a schedule to meet deadlines,
concluding, 50% make lists, make quick decisions in order to get
• settled, decided, work onto the next job? That's Judging behavior.
comes first, plan ahead,
urgency, deadline, get-
it-done.
• Perceptive: type P, get • Or are you really adaptable, you like collecting
more data, 50% more information so your decision will be really
• pending, flexible, informed. That's Perceptive.
adaptable let-it-happen,
open-ended, tentative,
wait-and-see.
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Personality Indicators: What type are you?
• What is my personality
type?
• Take the test.
• Be as honest as you can,
only you will see the results.
• List the answers on the
chart.
• Evaluate the results.
• Do you concur?
• Do you understand
yourself?
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MOTIVATION
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Building a Team
Why would someone want to become part of a team?
An effective team helps one feel they are:
• Doing something worthwhile for themselves and the organization

• Enjoying a more satisfying work life
• More in control of their jobs
• Making contributions which are well used
• Learning new skills
• Recognized and respected
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Building a Team
When a team is operating well the leader and the members:
• Are clear on team goals and are committed to them

• Feel ownership for problems rather than blaming them on others
• Share ideas
• Listen to and show respect for others
• Talk more about “we” and less about “I” and “me”
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Building a Team
When a team is operating well the leader and the members:
• Are clear on team goals and are committed to them

• Feel ownership for problems rather than blaming them on others
• Share ideas
• Listen to and show respect for others
• Talk more about “we” and less about “I” and “me” Understand and use each others know-how
• Know about each other’s personal lives
• Give each other help and support
• Show appreciation for help received
• Recognize and deal with differences and disagreements
• Encourage development of other team members
• Are loyal to the group, its members, the leader and the organization
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Leadership Style
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Reference, attribution
• Don C. Bramlett, PE, SMIEEE
IEEE Region 4 Director 2009-2010
Southeastern Michigan Section
DTE Energy – Project Engineer
• 2009, South-Western Cengage Learning

• University of Exeter, www.exeter.ac.uk/employability
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Leadership and Management

• Two dimensions of Leadership

• Functional Theories (John Adair, Action Centred Leadership, 1970)

• Task – goal setting, methods and process

• Situational/contingency Leadership (Hersey-Blanchard, 1970/80)

Leadership is the ability to develop a

Management is the ability to organize

present vision vision and inspire

1) Planning – involves analyzing information, setting goals, and making

• Mid-management – specialists with responsibilities for specific parts

Leadership is a direct function of three elements of interpersonal

Ability to lead is a function of influence:

As a member of a team, we influence others in a collaborative effort to

In no-win scenarios, one must still make a hard decision.

Management – hard skills

Jung formulated a classification of personality in terms of types of

• Alternatively, do you find you would rather work alone,

• Do you see the world in terms of your senses? Do

• Feeling: type F, personal,

• Doing something worthwhile for themselves and the organization

• Are clear on team goals and are committed to them

• Are clear on team goals and are committed to them

• 2009, South-Western Cengage Learning

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