Why Do We Need Leaders?

To keep groups orderly and focused—pull individuals

together, organize, and coordinate their efforts

To accomplish tasks—facilitate task accomplishment, provide

goals/direction, and coordinate activities

To make sense of the world—help make sense of the world,

establish social reality, and assign meaning to events and
situations that may be ambiguous
The Role and Responsibility of a Leader
The role of a leader is to influence people and to accomplish things
through others.

Leaders have an important responsibility to work collaboratively with

their peers in other work groups. Teamwork can produce outstanding
results.
• Because of work group interdependency, trust and communication must be of
the highest level
• Work with peers collaboratively toward common goals

Leaders have responsibilities to the employees they supervise, to their

peers and to their supervisors.
• Respect the employee’s personal dignity, being courteous, fair, and respect
• Make sure employees fully understand what you expect/how they’re doing
• Be a coach, helper, listener, and problem solver
• Create a work environment in which employees find job satisfaction
Most leaders are part of the management team. Therefore, a key
responsibility of leaders is to support management policy and decisions.
• Represent management’s point of view
• Focus on total quality performance, striving for continuous
improvement

All managers, supervisors and other work group leaders must have three
types of skill: technical, human, and conceptual
• Technical: related to job knowledge and technical nature of the job
• Conceptual: think in abstract terms—be innovative and creative
• Human: interpersonal or interaction skills

The functions of planning, organizing, directing, and controlling are called

the ‘Management Cycle’
 Management Cycle
Planning: Setting objectives and developing strategies to accomplish
the objectives.

Organizing: Gathering the manpower, monetary, and material

resources needed to put the plan into effect.

Directing: Staffing, training, making work assignments, coaching,

problem solving, communicating, and other behaviors required to put
the plan into effect.

Controlling: Making sure the plan is working as designed and taking

corrective action when it is not: e.g., problem solving, performance
coaching, or administering discipline.
 Managers and Leaders

Managers Leaders
-focus on the present -focus on the future
-maintain status quo/stability -create change
-implement policies/procedures -initiate goals and strategies
-maintain existing structure -create culture based on
shared values
-remain aloof to maintain objectivity -est. an emotional link
with followers
-use position power -use personal power
Both managers and leaders are necessary for organizations
to function, and one cannot replace the other.

Any manager who guides a group toward goal

accomplishment can be considered a leader.

An effective and successful manger can be considered a

leader.

A less-competent manager is not a leader.

Engagement Categories
Engaged: employees work with passion and feel a profound
connection to their company. They drive innovation and move the
organization forward.

Not Engaged: employees are essentially ‘checked out’. They are

sleepwalking through their workday, putting time—but not energy or
passion—into their work.

Actively Disengaged: employees aren’t just unhappy at work;

they’re busy acting out their unhappiness. Every day, these workers
undermine what their engaged coworkers accomplish.
 Gallup’s State of the Global Workplace report in June,
2022, found job dissatisfaction at an all-time high—
60% reporting emotional detachment from work.

 Disengaged workers cost the global economy an

estimated $7.8 trillion in lost productivity.