10/28/2022

An Introduction to Leadership

MAN101: Principles of Management Class 2

What really makes a good boss?

 Individual (15 minutes)
 Think of a leader (or a boss) you have encountered (or known) so far and
what was good about them.
 Write down as many positives about that leader (or boss) as you can.
 Write down what do you think are the main differences between a leader and
a manager.
 Team (15 minutes)
 Share your thoughts with your team and try to collate ideal characteristics of
a leader and the differences between a leader and a manager.
 Be prepared to share your team’s ideas with the rest of the class (no slides
needed).

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Video:

 Roselinde Torres: What makes a great leader today? –

YouTube
 What are the main ideas of this video about leadership?

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Differences Between Leaders and Managers

“Leaders set the vision; managers follow it.”
“Leaders think about ideas; managers think about
execution.”
“Leaders inspire people; managers help facilitate their
success.”
“Leaders look to the future; managers work in the
present.”
“Leaders shape the culture; managers endorse it.”

Differences Between Leaders and Managers

1. Vision vs. Process
• Whereas managers set out to achieve organisational goals through implementing
processes, such as budgeting, organisational structuring, and staffing, leaders are more
intent on thinking ahead, centering on a vision to guide organisational change, and
identifying and capitalizing on opportunities.
2. Aligning vs. Organizing
• Managers pursue goals through coordinated actions and tactical processes, or tasks and
activities that unfold over stages to reach a certain outcome. Leaders, on the other hand,
are less focused on how to organize people to get work done and more on finding ways
to align and influence them.
3. Personal Quality vs. Position
• "Manager" is a title. It’s a role and set of responsibilities. Leadership is the result of
action. It is a quality that needs to be shaped. If you act in a way that inspires,
encourages, or engages others, you are a leader. It doesn't matter what your job title or
position is.

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9 Differences Between Being A Leader And A Manager

LEADERS MANAGERS
Create a vision Create goals
Change agents Maintain the status quo
Willing to be themselves (authenticity) Adopt rather than define their own style
Take risks Control risks
Think long-term Think short-term
Grow personally and expand their thinking Rely on existing, proven skills and knowledge
Build relationships Build systems and processes
Coach and mentor Direct and train
Create followers and other leaders Have employees who follow directions

• Leadership is the ability to influence a group toward the achievement of a vision or a set of goals.
• Not all leaders are managers, and not all managers are leaders.
• Organizations need leaders and managers.

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Video:

 Stop Managing, Start Leading | Hamza Khan |

TEDxRyersonU - YouTube

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What do you
think about this
quote?

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Emotional Intelligence (EI)

and Leadership
5 dimensions
 Self-awareness: The ability to be aware of what you’re feeling.
 Self-management: The ability to manage one’s own emotions and impulses.
 Self-motivation: The ability to persist in the face of setbacks and failures.
 Empathy: The ability to sense how others are feeling.
 Social skills: The ability to handle the emotions of others.

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How To Increase Your EI

Keep your “body budget” in good shape
 Eat healthfully, exercise regularly, get enough sleep.
 But also e.g. massage, meditation, yoga, spending time in nature,
reading, practicing gratitude, positive social contact, and giving.
Gain new emotional concepts
 Expanding your vocabulary and having new experiences (e.g. travel)
can increase your empathy.
Learn to distinguish your emotions more finely
 Not just e.g. “happy” or “sad”, but what kind of happiness or
sadness.
Keep track of positive experiences
 Enjoy and really remember all your positive experiences.
Deconstruct and recategorize emotions
 “When you feel bad, treat yourself like you have a virus, rather than
assuming that your unpleasant feelings mean something personal.”
Cultivate awe
 Especially by being in nature.

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Videos:

 Own Your Behaviours, Master Your Communication,

Determine Your Success | Louise Evans | TEDxGenova –
YouTube
 The Secret to Understanding Humans | Larry C. Rosen |
TEDxsalinas - YouTube

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Perception and Leadership

Why an understanding of perception is helpful for your leadership

development?

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What Influences Perception?

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People Perception: How and Why We Judge Others

 Attribution theory: How we judge others based on attributions we make about their
behaviour, and whether it was internally- or externally-caused:
 Internally-caused behaviours are those we attribute to individual control.
 Externally-caused behaviours are those we attribute to situational factors.

 Whether we make an attribution of internally- or externally-caused behaviour depends

on three factors:
 Distinctiveness: “Is it unusual for this person to do something like this?”
 Consensus: “Did other people behave similarly in the same situation?”
 Consistency: “Does this person do this regularly?”

 Fundamental attribution error: Over-estimating internal factors and under-

estimating external factors in others’ failures (i.e. “Too quick to blame the person and
not the situation.”)
 Self-serving bias: Over-estimating external factors and under-estimating internal
factors in our own failures (i.e. “Too quick to blame the situation and not ourselves.”)

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People Perception: How and Why We Judge Others

 Selective perception: It is impossible for us to process all the information we
perceive, so our brains process what it believes is most relevant for us.
 What is “most relevant” is determined by our experiences and aspects of our unique psychology.
 This is fast and efficient, but can also make us see what we “want” to see.

 Halo effect: Forming a positive judgment about someone based on a small number of
positive features about them (e.g. their intelligence; their appearance).
 Contrast effects: Making judgements about people due to our previous interactions
with other people.
 Stereotyping: Making judgements about people based on our perceptions of a group
to which they belong (whether this perception is accurate or not):
 Basic stereotyping (heuristics) is useful and appropriate – and usually accurate.
 The problem is with over-generalization and the inability to separate individuals from groups.

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Power and leadership

Why an understanding of
power is helpful for your
leadership development?

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Power and leadership

FORMS OF POWER
 Legitimate power comes from a formal management position in an organization and the
authority granted to it.
 Reward power stems from the manager’s authority to bestow rewards on others.
 Coercive power, the opposite of reward power, refers to the manager’s authority to
punish or recommend punishment.
 Expert power results from a leader’s special knowledge or skill.
 Referent power comes from leader personality characteristics that command
subordinate’s identification, respect, and admiration so they wish to emulate the leader.

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Video:

 Great leadership starts with self-leadership | Lars

Sudmann | TEDxUCLouvain - YouTube

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Understanding and managing individual behavior

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Case application – Team Presentation

 One team will present the case within 25 minutes (+-

10%)
 Another team will evaluate the presentation, provide
feedback, recommendations, suggestions, and ask
questions.
 Other teams can also provide feedback and ask
questions (possible for +points)

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Achieving Reliability and Validity in Survey Research

 Reliability and validity are both concepts used to

evaluate the quality of research.
 Reliability: the extent to which the results of the
research can be reproduced when repeated under the
same conditions.
 Validity: the extent to which the results of a research
measure what the study was meant to measure.

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Survey results

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Why are Reliability and Validity important?

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Questions for teams?

 How did you analyze the case study?

 What lessons have you learnt about analyzing case
study?
 What do you think the case study can help with learning
management?

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How to analyse case studies

Reference: Smollan, R., Sisley, R., & Le Fevre, M.

(2000). Applied Management New Zealand Case
Studies. Palmerston North: Dunmore Press.

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How to analyse case studies

Case study analysis is often primarily an exercise in critical

thinking and creative problem solving. A good general
approach to undertaking case analysis could be:

 Scan the case to get a general feel for the scenario

 If there are specific questions you have been asked, or
problems in the case you are asked to address, read them and
think about what you would need to know to be able to
answer them.

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How to analyse case studies

If there are not specific questions, ask yourself general questions about the
scenario:
1. What type of organisations is this?
2. Is this a whole organisation or it is this one section of an organisation?
3. Who are the characters?
4. How do they relate to each other and to the ‘action’ in the scenario?
5. What is the structure?
6. What is its environment?
7. Can I see the problems here on the surface or am I looking at symptoms of
deeper underlying problems?
8. What are the causes of the problems?
9. What are the consequences?
10. What concepts, functions, models, theories or principles might be related
here?

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How to analyse case studies

Identify actions that could be taken. You will usually find that
there are multiple alternatives, so critically evaluate them,
choose the best and justify your recommendation(s).

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Grading structure
Critical thinking
30%

Presentation Conceptual
quality knowledge
10% 5%

Independence/
Timing/teamwork Originality of
10% perspective
30%

Quality of
responses Quality of
questions
15%

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Videos:

 3 ways to create a work culture that brings out the best

in employees | Chris White | TEDxAtlanta – YouTube
 How to start changing an unhealthy work environment |
Glenn D. Rolfsen | TEDxOslo - YouTube

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What questions do you have?

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