Week 10 Faculty of Science and Technology

Week 10
Leadership, Management & Change
ITECH 3203-7203
Professional Development
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Summary

Management
Leadership
Entrepreneurship
Managing change
Managing communication
Management, Leadership and
Entrepreneurship
Management

“The process of achieving organisational goals through

engaging in the four major functions of planning,
organising, leading and controlling” (Bartol et al, 1998).
We will likely either be a manager or be managed.
Understanding will enable us to become effective in either
role.
Management occurs in all organised human activities, not
just business organisations.
The functions of management
(Bartol et al, 1998, p.7)
Characteristics of Managers

Vercillo (2012)
• Self-motivation
• Great customer service skills
• Integrity and trustworthiness
• Team player
• Conflict-resolution abilities
• Industry knowledge
• Calm
• Leadership skills
What is Leadership?

“Process of influencing others to achieve organisational

goals” (Bartol et al, 1998).
People accept a leader’s influence because leaders have
power.
Sources of leader power (Aldag & Sterns, 1991)
• Legitimate
• Reward
• Coercive
• Referent
• Expert
 What is your leadership style?
http://psychology.about.com/od/leadership/a/leadstyles.htm
http://psychology.about.com/library/quiz/bl-
leadershipquiz.htm
Characteristics of Leadership

Kouzes and Posner (2003) • Supportive

•Honesty • Straightforward

•Forward looking • Dependable

•Competent
•Inspiring
•Intelligent
•Fair minded
•Broad minded
Emotional Intelligence

Describes the ability, capacity, skill or, in the case of the

trait EI model, a self-perceived grand ability to identify,
assess, manage and control the emotions of one's self, of
others, and of groups (Bradberry & Su, 2006).
Effective leaders are distinguished by a high degree of
emotional intelligence (Goleman, 1998).
The five components of emotional intelligence
(Goleman, 2004, p.4)
 Are you emotionally intelligent?
https://globalleadershipfoundation.com/geit/eitest.html
 ?
Who are successful leaders?
Managers and leaders
(Baron & Greenberg, 1993, p.445)
Management and Leadership

Is there a difference?
• Historically, roles are separated.
• Management is a discipline that subsumes and
incorporates leadership skills (Drucker, 2012).
• Traditionally, leadership occurs during change.
• Management develops out of organising others.
• Not meaningful distinctions in a global constantly
changing organisation today.
Management and Leadership
continued…

Is there a difference …
• Managers are not successful without being good
leaders.
• Leaders are not successful without being good
managers.
• Effective managers and leadership are inseparable
(Carlopio, Andrewartha, Armstrong, 2005).
• A manager has subordinates.
• A leader has followers.
Management and leadership
(Bennis cited in Tozer, 1987, p.4)
How do you behave as a manager and as
a leader?
Entrepreneurship
What is an Entrepreneur?

“The capacity and willingness to develop, organise and

manage a business venture along with any of its risks in
order to make a profit”.
Often start up organisations e.g. IT industry
Is there a difference between leaders and entrepreneurs?
• Or is it just the industries in which they work?
• Tend to be in creative organisations.
• How do entrepreneurs and leaders deal with failure?
Characteristics of Entrepreneurs

Stephenson (2012) • Know your customers

•Enjoyment • Use technology
•Serious • Top team
•Plan
•Manage money
•Sale
•About the customer
•Shameless self-promoter
 Are you an entrepreneur quiz?

http://www.nmu.edu/sites/Drupalceee/files/UserFiles/Files/
Pre-Drupal/SiteSections/MarketplaceProgram/
how_entreprenuerial_are_you.pdf
Managing Change
Change

What is change?
• “Transforming of the organisation so it is aligned with the
execution of a chosen corporate business strategy”
(Marchewka, 2009)

Why do we need to define change?

• See: http://www.youtube.com/watch?v=ndMhYFEwrQc
• Bit of fun—illustrates a definitional problem!
Change is …

• To make different
• To give different position or direction to
• To replace with another
• To make a shift from one to another
• To exchange for equivalent or comparable item
• To undergo a modification of
• To undergo transformation, transition or substitution
• Alter in condition or appearance
• To substitute another or others
Change Agents

• Those responsible for managing change activities, acting

as catalysts and assuming the responsibility for managing
change in organisations are called change agents
(Robbins et al, 2001).
• Project managers are an example of a change agents.
Reason for Change?

New information technology systems bring a range of

associated changes with them.
These may be changes to
• Business processes and procedures
• New roles and responsibilities
• Organisational restructuring
• New equipment or facilities
• New skills to learn
Followers/subordinates will often resent change.
Diagnosing resistance to change
Reasons People Resist Change

Kotter and Schlesinger (2008)

• Desire not to lose something of value
• A misunderstanding of the change and its implications
• A belief that the change does not make sense for the
organisation
• Low tolerance for change
Comfort Zone

“The comfort zone is a behavioural state within which a

person operates in an anxiety-neutral condition, using a
limited set of behaviours to deliver a steady level of
performance, usually without a sense of risk” (Bardwick,
1995).
Breaking out of a comfort zone can require great resolve.
Dealing with Resistance

Kotter and Schlesinger (2008)

• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and co-option
• Explicit and implicit coercion
Why Change Fails?

Kotter (1995)
•Not enough sense of urgency
•Not enough interested parties
•No vision
•Lack of communication
•Obstacles appearing
•Not cementing changes into everyday life
Successful Projects have …

Strong business commitment.

Clear, detailed scope.
Requirements that can be delivered through a series of
stages.
Proactive project manager.
Clear process for dealing with project changes.
Managing Communication
Managing Communication
Tips for communicating
•Write down all the topics.
•Be clear about what you want or
need.
•In private, rehearse what you
want to say.
•Use qualifying words rather than
absolute words.
•Avoid being emotional.
•Be an active listener.
•Practice good body language.
•Avoid gossiping or rumours.
• Make “I” statements, instead of
“you” statements.
• Talk to your boss before issues
become heated and emotional.
• Repeat key points.
• Be assertive, not aggressive.
• Keep an open mind.
• Have a positive attitude.
• Give praise and recognition as
appropriate.
• Communicate regularly.
What is Managing Up?
Managing up means being the
most effective employee you
can be, creating value for your
boss and your company. That’s
why the best path to a healthy
relationship begins and ends
with doing your job, and doing
it well (Rousmaniere, 2015).
Tips for managing up
•Embrace the mission.
•Develop a positive relationship.
• Understand bosses goals.
• Anticipate bosses needs.
• Never let your boss get
blindsided.
• Do your job well.
• Tell your boss how to best use
your talents.
• Honour your boss' time.
• Align you needs with your
bosses goals
• Under promise and over-
deliver (McLeod, 2017)
 Can you manage your boss?
http://www.cbsnews.com/8301-505183_162-28549846-10391735/
can-you-manage-your-boss-take-this-quiz-and-find-out
/
Dealing with Managers

Dealing with different types • A manager who gives you

of managers conflicting messages.
• A long-winded manager.
•A brand new manager,
someone you’ve never met • A hands-off manager.
before. • A manager who isn’t as
•A manager you don’t see smart as you.
face-to-face because they • A manager that’s actually a
work in another location. board of directors.
•An insecure manager (know
how to tame their ego).
•An all-knowing or indecisive
manager.
Summary

Management is process of achieving organisational goals

through engaging in the four major functions of planning,
organising, leading and controlling.
Top characteristics of managers include self-motivation,
customer service, integrity and trust.
Leadership is the process of influencing others to achieve
organisational goals.
Leaders have influence because the have power. Power sources
include legitimate, reward, coercive, referent, and expert.
Top characteristics of leaders include honesty, forward looking
and competent.
Summary
continued...

Emotional intelligence describes ability, capacity, skill or ability to

identify, assess, manage and control the emotions. Components
include self-awareness, self-regulation, motivation, empathy and
social skills
Entrepreneurship is the capacity and willingness to develop,
organise and manage a business venture along with any of its
risks in order to make a profit
Top characteristics of entrepreneurs include enjoyment, serious,
and plan.
Change is transforming organisations aligning with execution of
a chosen corporate business strategy.
Summary
continued...

Those responsible for managing change activities, act as

catalysts and assume responsibility for managing change in
organisations are called change agents.
Organisations require change to survive, people resist change,
and need strategies to deal with resistance.
Project managers need to skill the end users, and understand
reasons why change fails.
Managing up is informing manager about issues.
References

Bartol, K., Martin, D., Tein, M., & Matthew, G. (1998). Management – A pacific rim focus
(2nd ed.). Sydney: McGraw-Hill.
Carlopio, J., Andrewartha ,G., & Armstrong, H. (2005). Developing management skills: A
Comprehensive guide for leaders, (3rd ed.). French Forest, NSW: Pearson.
Drucker, P. (2012). Management - Tasks, responsibilities, practices. Woburn, MA:
Butterworth-Heinemann Greenberg, J. & Baron, R. (1993). Behavior in organizations
(4th ed.). Syd., NSW: Allyn and Bacon.
Bradberry, T., & Su, L. (2006). Ability-versus skill-based assessment of emotional
intelligence. Psicothema, 18, 59-66.
Goleman, D. (2004). What makes a leader? Harvard Business Review, January, 2-11.
Kotter, J. (1995). Leading change: Why transformation efforts fail. Harvard Business
Review, March-April, 59-67.
Kotter, J., & Schlesinger, L. (2008). Choosing strategies for change. Harvard Business
Review, July-August, 130-139.
Kouzes, J., & Posner, B. (2003). The leadership challenge (3rd ed.). San Francisco:
Wiley.
References
continued...
Marchewka, J. (2009). Information technology project management (3rd ed.). Hoboken,
NJ: Wiley.
Robbins, S.R., Millett, B., Cacioppe, R., &Waters-Marsh, T. (2001). Organisational
behaviour – Leading and managing in Australia and New Zealand (3rd ed.). Prentice
Hall: Sydney.
Rousmaniere, D. (2015). What everyone should know about managing up. Harvard
Business Review, 1. Retrieved October 4, 2017 from https://hbr.org/2015/01/what-
everyone-should-know-about-managing-up.
Stephenson, J. (2012). Common characteristics of successful entrepreneurs. Retrieved
March 6, 2015, from http://www.entrepreneur.com/article/200730.
Tozer, J. (1997). Leading initiative: Leadership, teamwork and the bottom line. Port
Melbourne, Victoria: Butterworth-Heinemann.
Vercillo, K. (2012). Good traits and characteristics of a successful manager. March 6,
2015 from http://kathrynvercillo.hubpages.com/hub/10-Traits-of-a-Successful-
Manager.