Leadership

Manager or Leader
 The manager administers; the leader innovates.
 The manager is a copy; the leader is an original.
 The manager focuses on systems and structure;
the leader focuses on people.
 The manager relies on control; the leader
inspires trust.
 The manager has a short-range view; the leader has a
long-range perspective.
 The manager asks how and when; the leader asks what
and why.
 Manager or Leader
(continuation)
 The manager has his eye on the
bottom line; the leader has his eye on
the horizon.
 The manager accepts the status quo;
the leader challenges it.
 The manager is the classis good soldier; the leader is his
own person.
 The manager does things right; the leader does the right
thing.
Model of Competencies of a
Successful Administrator
 Knowledge Competencies
 1. This is a threshold requirement

 Entrepreneurial Competencies
 2. Efficiency orientation
 3. Proactivity
 Intellectual Competencies
 4. Logical thought

 5. Conceptualization

 6. Diagnostics Skills
 Model of Competencies Successful
Administrator (Continuation)
 Socio-Emotional Competencies
 Self-control
 Spontaneity
 Perceptual objectivity
 Accurate self-assessment
 Stamina and adaptability
 Self-confidence
 Developing others
 Concern about impact
 Model of Competencies of a
Successful Administrator
(continuation)
 Unilateral power
 Socialized power
 Oral Communications
 Positive regard
 Managing group processes
Three General Competencies
1. Technical Competencies
An individual's knowledge and expertise in the specific
group task and its processes, that is, knowledge of the
skills, strategies, and tactics of a sport, and its rules and
regulations. Technical competency is a managerial
competency that a coach or other leader requires to be
successful.
Three General Competencies
 Conceptual Skills:
 A managerial competency that refers to a leader's
ability to integrate information and make judgments
using a number of relevant factors. For example, the
successful selection of a team depends on
understanding the interactions of a number of factors,
such as the interrelationships between players, their
level of ability, the environmental conditions of the
game, and the characteristics of the opposing team.
 Interpersonal Skills
 Five Essential Responsibilities
of Administrators
1. Responsibility to higher management
plan make work
coordinate interpret and implement
select and train understand and communicate
produce decision maintain both morale/discipline
control the cost recommends
motivate
 Five Essential Responsibilities
of Administrators
2. Responsibility to employees
develop handle
stand up fairness
establish
3. Responsibilities to co-administrators
coordinate support
communicate interepret
Five Essential Responsibilities
of Administrators
3. Responsibilities to staff departments
comply listen
utilize consult
coordinate
4. Responsibility with regards to labor rights
knowledgeable fair
administer represent
 Comparison of Organizational Roles
Supervisor
•Plans work for work group.
•Assign tasks to others.
•Evaluates others’ work
•Carries out policies
•Meets budget goals.
Non-supervisor •Responsible for others work.
• Does work that is assigned
• Has several main responsibilities
• Exercised limited judgment
• Evaluated for personal effort
Administrator
•Plans work for department
•Assigns tasks/objectives to supervisors and
others.
•Evaluates others’ work.
•Sets department policies.
•Set department budget within given
guidelines.
•Has higher impact on organization’s
success.
•Responsible for results
Anticipating New Challenges and Benefits

❖ Increased status
❖ Increased authority
❖ Increases compensation
❖ Increased visibility in the organization
❖ Ability to make a more important contribution to the
organization
❖ Seeing people grow and earn promotions as a result of
your coaching
 Anticipating New Challenges and Benefits
(continuation)
❖ Satisfaction of leading a team to achieve results.
❖ Greater involvement in other areas of the organization
❖ Greater opportunity for personal and professional
growth
❖ Greater feeling of success
 Acquiring New Responsibilities and
Skills
❖ Coaching and motivating employees
❖ Getting the employees to work together as team
❖ Solving problems with others
❖ Managing conflict between others
❖ Counseling and disciplining
❖ Managing your time as well as that of others
❖ Conducting meetings
❖ Dealing with your stress as well as the stress of others
Four Common Challenges
❖ Feeling overwhelmed
❖ Jealously from former co-workers
❖ Lack of respect
❖ Frustration from bureaucracy
Ten Shortcuts to Success as an
Administrator

1. Treat everyone with respect.

2. “Do unto others..”
3. Fight for your people the way you would like your
boss to fight for you.
4. When a worker has a complaint, handle it promptly.
5. Keep employees fully informed as to what’s going on.
6. Be accessible to employees and let them know you
care about their concerns.
 Ten Shortcuts to Success as an
Administrator (continuation)
7. Keep your temper in check. If your personality is such
that you’re impatient and/or tense, work at controlling
these impulses.
8. Maintain your personal ethical standard. Be yourself
and not what others expect you to be.
9. Don’t let your work overwhelm you. Take your
vacations when scheduled and don’t dwell on job-
related problems in your leisure time.
 Ten Shortcuts to Success as an
Administrator (continuation)
10. Don’t neglect your career. You can’t predict the future,
but that doesn’t mean you should ignore it. You maybe
happy with your current job, but circumstances can
change that. Be prepared, therefore, to move to
another position, either with your present employer,
or elsewhere.