LabMan mid

• Leadership is the most active part of the directing function.
• Successful managerial leadership creates a climate in which both the needs of the individual and the goals of the organization can be met.
• Directing can be effective only if it is preceded by a well-designed strategy and developed in the planning and organizing stages of the management process.
• Neglect in any of these areas will sabotage the entire program.
• Techniques of directing include authoritative, coaching, and empowerment.
• Authoritative directing involves issuing orders and telling someone what to do without allowing employee input on how to accomplish the task.
• Coaching allows for instilling confidence and motivation in an employee and gives them more input on how to accomplish a task.
• Empowerment allows employees to be creative, innovative, and take risks to solve problems.
• Leadership involves exercising responsible authority, providing motivation and vision, and influencing staff to perform well.
• Leadership produces change.
• Management involves planning, budgeting, organizing, staffing, controlling, and problem-solving.
• Exploitative & Authoritative management style views workers only as tools of production.
• Benevolent & Authoritative management style takes a paternalistic approach, with managers feeling they know what is best for their employees.
• Learning Outcomes: Discuss laboratory supervision and describe leadership within the context of management functions.
• Principles of Leadership: Leadership behavior, situational leadership models (contingency model, continuum of leadership, normative).
• Controlling within the context of the management functions
• Planning as a main function of management process
• Overview of Directing Process: Directing is the most visible management function that involves persuading, guiding, inspiring, overseeing, and instructing people towards the accomplishment of organizational goals.
• Examples of topics covered include clerical and
• Major Leadership Systems: Personal traits of leaders, managerial grid, and Pygmalion effect.
• Consultative management style values the opinions and advice of staff, but decisions remain exclusive to the manager.
• Participative management style involves input and responsibility for decision-making.
• Leadership is not a one-way relationship.
• Three factors involved in leadership: leader, follower, and situation.
• Four key leadership styles: supporting, directing, delegating, and coaching.
• Personal traits of leaders can impact their success.
• Leadership behavior can be employee-oriented or production-oriented.
• Different leadership styles can be categorized as structure-oriented or consideration-oriented.
• The Managerial Grid is a tool used to assess leadership styles.
• Theory X - Theory Y model: Theory X emphasizes a production-oriented leadership style, while Theory Y promotes an employee-oriented leadership style.
• Associated Theory Z model: The Theory Z model is related to the employee-oriented leadership style.
• Employee-oriented leadership style: Supervisors with the best productivity levels have strong ties to their employees, spend more time in supervision rather than production work, and demonstrate concern for their people both on and off the job.
• Production-oriented leadership style: This style tends to emphasize high productivity at the expense of all other factors, views workers as tools for the company's use, and spends the majority of time on production-related problems.
• Structure Versus Consideration Leadership Styles: Initiating structure behavior emphasizes actively directing staff to get the work done, while consideration behavior involves explaining actions, treating workers as equals, and listening to subordinates' concerns.
• Leaders should prioritize the personal welfare of their subordinates, provide advance notice of changes, and be friendly and approachable.
• Assigning tasks, specifying expectations, and maintaining uniformity in procedures are important managerial practices.
• The Ohio State Leadership Quadrants suggest that leaders who score high in both dimensions (concern for people and concern for production) tend to perform the best overall.
• The Managerial Grid, devised by Robert R. Blake and Jane S. Mouton, illustrates the relationship between concern for people and concern for production in effective management.
• To improve leadership ability, leaders should identify their current style, determine the best style for a given situation, and make necessary attitude and behavior changes to reach their goal.
• Management style is influenced by five factors: the attitude and assumptions of the manager, the policies and procedures of the organization, the day-to-day operational situation, the social and personal values of the manager, and chance.