Chapter 11:Chapter 11:SUPERVISORY SUPERVISORY LEADERSHIP ANDLEADERSHIP ANDTHE MANAGEMENT OF THE MANAGEMENT OF CHANGECHANGELeonard: Supervision 11eLeonard: Supervision 11e

Chapter 11:Chapter 11:SUPERVISORY SUPERVISORY LEADERSHIP ANDLEADERSHIP ANDTHE MANAGEMENT OF THE MANAGEMENT OF CHANGECHANGELeonard: Supervision 11eLeonard: Supervision 11e

© 2010 Cengage/South-Western.All rights reserved.

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AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:1.1. Define leadership and discuss its importance at the Define leadership and discuss its importance at the

supervisory level.supervisory level.2.2. Identify and describe some of the elements of Identify and describe some of the elements of

contemporary leadership thought.contemporary leadership thought.3.3. Discuss the delegation process and define its three Discuss the delegation process and define its three

major components.major components.4.4. Discuss why some supervisors do not delegate, and Discuss why some supervisors do not delegate, and

describe the benefits of delegation.describe the benefits of delegation.5.5. Compare the autocratic (authoritarian) approach to Compare the autocratic (authoritarian) approach to

supervision with the participative approach.supervision with the participative approach.

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AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:6.6. Suggest approaches for introducing change to Suggest approaches for introducing change to

employees and for proposing change to higher-level employees and for proposing change to higher-level managers.managers.

7.7. Understand the formula for organizational renewal.Understand the formula for organizational renewal.

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Leadership: The Core of Leadership: The Core of Supervisory ManagementSupervisory Management

• LeadershipLeadership Is the ability to guide and influence the opinions, Is the ability to guide and influence the opinions,

attitudes, and behavior of others.attitudes, and behavior of others.

Is not defined by position.Is not defined by position.

Can be assumed by work group members (informal Can be assumed by work group members (informal leadership).leadership).

Is a process rather than a positional relationship.Is a process rather than a positional relationship.

Resides in obtaining the work group’s willingness to Resides in obtaining the work group’s willingness to follow the supervisor.follow the supervisor.

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Leadership: The Core of Leadership: The Core of Supervisory Management Supervisory Management

(cont’d)(cont’d)• Tests of LeadershipTests of Leadership Does the leader possess a clear vision of what needs to be done Does the leader possess a clear vision of what needs to be done

(continuous pursuit of excellence and worthwhile objectives)?(continuous pursuit of excellence and worthwhile objectives)?

Does the leader communicate that vision and get others to get Does the leader communicate that vision and get others to get “on board”?“on board”?

Does the leader build a climate of mutual trust and respect?Does the leader build a climate of mutual trust and respect?

Does the leader create the proper infrastructure to support the Does the leader create the proper infrastructure to support the vision?vision?

Does the leader enable the followers to be the best they can be?Does the leader enable the followers to be the best they can be?

Does the leader leave the organization better than he or she Does the leader leave the organization better than he or she found it?found it?

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Leadership: The Core of Leadership: The Core of Supervisory Management Supervisory Management

(cont’d)(cont’d)• Leadership Can Be DevelopedLeadership Can Be Developed The ability to lead is something that can be learned.The ability to lead is something that can be learned. Leadership is unrelated to physical attributes.Leadership is unrelated to physical attributes. Successful leader qualities:Successful leader qualities:

Impeccable credibility (integrity)Impeccable credibility (integrity) IntelligentIntelligent Well-rounded in interests Well-rounded in interests

and aptitudesand aptitudes Good communicatorGood communicator Mentally and emotionally matureMentally and emotionally mature Strong inner drivesStrong inner drives

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Contemporary Thoughts on Contemporary Thoughts on Leadership (cont’d)Leadership (cont’d)

• Things people want from their leaders:Things people want from their leaders:

1.1. DirectionDirection—People want leaders to have a purpose. —People want leaders to have a purpose. The leader has a clear idea of what is to be done. The leader has a clear idea of what is to be done.

2.2. TrustTrust—The ability to trust a leader is perhaps more —The ability to trust a leader is perhaps more important today than at any other time in recent important today than at any other time in recent history.history.

3.3. HopeHope—Leaders believe, and they kindle the fire of —Leaders believe, and they kindle the fire of optimism in followers.optimism in followers.

4.4. ResultsResults—Leaders accomplish difficult tasks. —Leaders accomplish difficult tasks. Success breeds success.Success breeds success.

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Contemporary Thoughts on Contemporary Thoughts on Leadership (cont’d)Leadership (cont’d)

• Successful Leader Behaviors:Successful Leader Behaviors: Challenging the processChallenging the process (searching for opportunities, (searching for opportunities,

experimenting, and taking risks)experimenting, and taking risks)

Inspiring a shared visionInspiring a shared vision (envisioning the future, (envisioning the future, enlisting the support of others)enlisting the support of others)

Enabling others to actEnabling others to act (fostering collaboration, (fostering collaboration, strengthening others)strengthening others)

Modeling the wayModeling the way (setting an example, planning small (setting an example, planning small wins)wins)

Encouraging the heartEncouraging the heart (recognizing contributions, (recognizing contributions, celebrating accomplishments)celebrating accomplishments)

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Contemporary Thoughts on Contemporary Thoughts on Leadership (cont’d)Leadership (cont’d)

• Servant-LeadershipServant-Leadership

Is the notion that the needs of followers are looked Is the notion that the needs of followers are looked after such that they can be the best they can be.after such that they can be the best they can be.

Is allowing subordinates to pursue their own direction Is allowing subordinates to pursue their own direction as long as it is consistent with the overall vision for as long as it is consistent with the overall vision for the organization.the organization.

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Contemporary Thoughts on Contemporary Thoughts on Leadership (cont’d)Leadership (cont’d)

• Contingency-style LeadershipContingency-style Leadership

There is no one leadership style that is best; the There is no one leadership style that is best; the appropriate style depends on a multitude of factors.appropriate style depends on a multitude of factors.

There is no simple set of do’s and don’ts a supervisor There is no simple set of do’s and don’ts a supervisor can implement to achieve high motivation and can implement to achieve high motivation and excellent performance.excellent performance.

The effective leader provides direction, instruction, The effective leader provides direction, instruction, guidance, support and encouragement, feedback and guidance, support and encouragement, feedback and positive recognition, and enthusiastic help when positive recognition, and enthusiastic help when necessary.necessary.

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The Process of DelegationThe Process of Delegation

• DelegationDelegation Is the process of entrusting duties and related Is the process of entrusting duties and related

authority to subordinates.authority to subordinates.

• AccountabilityAccountability Is the obligation one has to one’s boss and the Is the obligation one has to one’s boss and the

expectation that employees will accept credit or expectation that employees will accept credit or blame for the results achieved in performing assigned blame for the results achieved in performing assigned tasks.tasks.

• ResponsibilityResponsibility Is the obligation to perform certain tasks and duties Is the obligation to perform certain tasks and duties

as assigned by the supervisor.as assigned by the supervisor.

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The Process of Delegation (cont’d)The Process of Delegation (cont’d)

• Delegation is a supervisor’s strategy for Delegation is a supervisor’s strategy for accomplishing objectives:accomplishing objectives:

1.1. Assigning duties to immediate subordinatesAssigning duties to immediate subordinates

2.2. Granting limited permission (authority) to make Granting limited permission (authority) to make commitments, use resources, and take all actions commitments, use resources, and take all actions necessary to perform dutiesnecessary to perform duties

3.3. Creating an obligation (responsibility) on the part of Creating an obligation (responsibility) on the part of each employee to perform duties satisfactorily.each employee to perform duties satisfactorily.

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Delegation By the SupervisorDelegation By the Supervisor

• Reasons for Lack of Supervisory DelegationReasons for Lack of Supervisory Delegation Shortage of qualified employeesShortage of qualified employees—”They can’t do it” —”They can’t do it”

mentalitymentality

Fear of subordinates making mistakesFear of subordinates making mistakes

The “I’d-rather-do-it-myself” mentalityThe “I’d-rather-do-it-myself” mentality

““If it is to be done right–I have to do it” mentalityIf it is to be done right–I have to do it” mentality

Fear of being replacedFear of being replaced

““They won’t do it–you can keep it” mentalityThey won’t do it–you can keep it” mentality

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Benefits of DelegationBenefits of Delegation

• Employees will make more of their own Employees will make more of their own decisions and become more self-confident.decisions and become more self-confident.

• The supervisor will have more time to manage, The supervisor will have more time to manage, to provide advice, and to manage employees.to provide advice, and to manage employees.

• Employees will perform more jobs and find more Employees will perform more jobs and find more solutions that increase performance.solutions that increase performance.

• Employees will become more committed to Employees will become more committed to better performance and more motivated.better performance and more motivated.

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Approaches to Supervisory LeadershipApproaches to Supervisory Leadership

• Autocratic (Authoritarian) SupervisionAutocratic (Authoritarian) Supervision Relies on formal authority, threats, pressure, and Relies on formal authority, threats, pressure, and

close control.close control.

Is based on Theory X assumptions.Is based on Theory X assumptions.

Is appropriate when task structure is high, employees Is appropriate when task structure is high, employees need direction, and quick results are desired.need direction, and quick results are desired.

• Bureaucratic Style of SupervisionBureaucratic Style of Supervision Emphasizes strict compliance with organizational Emphasizes strict compliance with organizational

policies, rules, and directives.policies, rules, and directives.

Is the expected managerial style in some cultures.Is the expected managerial style in some cultures.

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FIGURE FIGURE 11.11.55 Leadership style continuum.Leadership style continuum.

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Approaches to Supervisory Leadership Approaches to Supervisory Leadership (cont’d)(cont’d)

• General SupervisionGeneral Supervision Means that the supervisor sets goals and limits but Means that the supervisor sets goals and limits but

allows employees to decide how to achieve goals.allows employees to decide how to achieve goals.

Is based on Theory Y assumptions.Is based on Theory Y assumptions.

Is appropriate and advantageous when employees Is appropriate and advantageous when employees are competent and have a desire to participate.are competent and have a desire to participate.

• Participative ManagementParticipative Management Allows employees to influence and share in Allows employees to influence and share in

organizational decision making.organizational decision making.

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Approaches to Supervisory Leadership Approaches to Supervisory Leadership (cont’d)(cont’d)

• Directive (Communication) ApproachDirective (Communication) Approach Relies on the supervisor conveying to employees what, how, Relies on the supervisor conveying to employees what, how,

and why something is to be accomplished.and why something is to be accomplished.

• Open-book ManagementOpen-book Management Helps employees understand how the impact of what they do Helps employees understand how the impact of what they do

affects the organization’s bottom line.affects the organization’s bottom line.

• Free-rein (Laissez-faire) SupervisionFree-rein (Laissez-faire) Supervision Is the process by which a supervisor delegates virtually all Is the process by which a supervisor delegates virtually all

authority to employees to decide and act without the authority to employees to decide and act without the supervisor’s involvement.supervisor’s involvement.

• Stretch TargetsStretch Targets Are job objectives that present a challenge but are achievable.Are job objectives that present a challenge but are achievable.

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FIGURE FIGURE 11.11.66 The advantages of participative The advantages of participative management/ general supervision.management/ general supervision.

FOR SUPERVISORS• Frees the supervisor from many details, which allows time to

plan, organize, and control.• Gives the supervisor more time to assume additional

responsibility.• Instills confidence that employees will carry out the work and

develop suitable approaches to making decisions on the job when the supervisor is away from the department.

• The decisions made by employees may be better than the ones made by the supervisor because the employees are closest to the details.

FOR EMPLOYEES• Have a chance to develop their talents and abilities by

making on-the-job decisions.• May make mistakes but are encouraged to learn from those

mistakes and the mistakes of others.• Are motivated to take pride in their decisions.• May feel that they have a better chance to advance to higher

positions.

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Introducing ChangeIntroducing Change

• Unplanned ChangeUnplanned Change An unexpected situation causes you to initiate a An unexpected situation causes you to initiate a

strategy for change.strategy for change.

• Making Change Means Supervisory InvolvementMaking Change Means Supervisory Involvement ““All progress is change, but not all change is All progress is change, but not all change is

progress.”progress.” The introduction of change usually requires implementation The introduction of change usually requires implementation

at the departmental level.at the departmental level.

The success or failure of any change is usually related to a The success or failure of any change is usually related to a supervisor’s ability to anticipate and deal with the causes of supervisor’s ability to anticipate and deal with the causes of resistance to change.resistance to change.

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Introducing Change (cont’d)Introducing Change (cont’d)

• Reasons for Resistance to ChangeReasons for Resistance to Change Change can threaten employees:Change can threaten employees:

Socially by upsetting personal relationshipsSocially by upsetting personal relationships

Psychologically by changing the familiar workplacePsychologically by changing the familiar workplace

Economically through loss of skills, jobs, or layoffEconomically through loss of skills, jobs, or layoff

• Overcoming Resistance to ChangeOvercoming Resistance to Change Provide adequate information Provide adequate information

Supplying all the information employees consciously and Supplying all the information employees consciously and subconsciously need to know.subconsciously need to know.

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Introducing Change (cont’d)Introducing Change (cont’d)

• When employees have an opportunity to work When employees have an opportunity to work through new ideas and methods from the through new ideas and methods from the beginning, usually they will consider the new beginning, usually they will consider the new directives as something of their own making and directives as something of their own making and will give those changes their support. The group will give those changes their support. The group may even apply pressure on those who have may even apply pressure on those who have reservations about going along with the change, reservations about going along with the change, and it is likely that each member of the group will and it is likely that each member of the group will carry out the change once there is agreement on carry out the change once there is agreement on how to proceed. how to proceed.

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FIGURE FIGURE 11.811.8 Overcoming the Barriers to ChangeOvercoming the Barriers to Change

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Introducing Change (cont’d)Introducing Change (cont’d)

Obtain Needed InformationObtain Needed InformationObtain Needed InformationObtain Needed Information

Consult with Other SupervisorsConsult with Other SupervisorsConsult with Other SupervisorsConsult with Other Supervisors

Create a Formal Written ProposalCreate a Formal Written ProposalCreate a Formal Written ProposalCreate a Formal Written Proposal

Proposing Change to High-Level Managers

Make a Formal PresentationMake a Formal PresentationMake a Formal PresentationMake a Formal Presentation

Culture of ChangeCulture of Change

• Studer believes that you create movement by Studer believes that you create movement by connecting the dots to the hub so that people connecting the dots to the hub so that people truly know they can make a difference. truly know they can make a difference.

• The true tests of leadership include:The true tests of leadership include: Whether anyone followsWhether anyone follows The legacy the leader leavesThe legacy the leader leaves

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Culture of Change (cont’d)Culture of Change (cont’d)

• Remember that as a leader of the team, you are also a member of the teamRemember that as a leader of the team, you are also a member of the team• Identify the issues facing the organizationIdentify the issues facing the organization• Analyze how those issues prevent goal attainmentAnalyze how those issues prevent goal attainment• Recognize the difference between needed change and change for the sake of changeRecognize the difference between needed change and change for the sake of change

• Identify metrics that will be used to monitor and evaluate the change processIdentify metrics that will be used to monitor and evaluate the change process

• Communicate to and involve all who have a stake in the changeCommunicate to and involve all who have a stake in the change

• Understand what needs to be changedUnderstand what needs to be changed• Seek consensusSeek consensus• Confront the resistors to changeConfront the resistors to change• Establish clear targetsEstablish clear targets• Take risks, experiment and innovateTake risks, experiment and innovate• Spend money to develop employees so they have the competencies to implement the Spend money to develop employees so they have the competencies to implement the

changechange

• Focus on the outcomesFocus on the outcomes

• Monitor progressMonitor progress• Provide feedbackProvide feedback• Celebrate victoriesCelebrate victories

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KEY TERMSKEY TERMS

• AccountabilityAccountability

• Autocratic (authoritarian) Autocratic (authoritarian) supervisionsupervision

• Bureaucratic style of Bureaucratic style of supervisionsupervision

• Contingency-style Contingency-style leadershipleadership

• DelegationDelegation

• DirectiveDirective

• General supervisionGeneral supervision

• LeadershipLeadership

• Organizational renewalOrganizational renewal

• Participative managementParticipative management

• ResponsibilityResponsibility

• Servant-leadershipServant-leadership

• Stretch targetsStretch targets

• Unplanned changeUnplanned change