"Hire the best. Pay them fairly. Communicate frequently. Provide challenges and rewards. Believe in them.

Get out of
their way and they'll knock your socks off." - Mary Ann Allison

"If you want to give a man credit, put it in writing. If you want to give him hell, do it on
the phone." - Charles Beacham

"A man is known by the company he organizes." - Ambrose Bierce

"For a manager to be perceived as a positive manager, they need a four to one positive
to negative contact ratio." - Ken Blanchard

"As a manager the important thing is not what happens when you are there, but what
happens when you are not there." - Ken Blanchard

"There is no class of people so hard to manage in a state, as those whose intentions are
honest, but whose consciences are bewitched." - Napoleon Bonaparte

"Incidents should not govern policy; but, policy incidents." - Napoleon Bonaparte
They that crouch to those who are above them, always trample on those who are below
them." - George Earle Buckle

"When a management with a reputation for brilliance tackles a business with a

reputation for bad economics, it is the reputation of the business that remains intact." -
Warren Buffett

"A good manager is a man who isn't worried about his own career but rather the careers
of those who work for him. My advice: Don't worry about yourself. Take care of those
who work for you and you'll float to greatness on their achievements." - H.S.M. Burns

"Some great men owe most of their greatness to the ability of detecting in those they
destine for their tools the exact quality of strength that matters for their work." - Joseph
Conrad

"Management is efficiency in climbing the ladder of success; leadership determines

whether the ladder is leaning against the right wall." - Stephen R. Covey

"The ability to manage well doesn't make much difference if you're not even in the right
jungle." - Stephen R. Covey
"We are now in the third stage of the industrial revolution. The first involved machines
which extended human muscle; the second used machines to extend the human nervous
system (radio, television, telephones); the third is now utilizing machines which extend
the human mind-computers. About half of all service workers (43 percent of the labor
force by 2000) will be involved in collecting, analyzing, synthesizing, structuring,
storing, or retrieving information... By 1995, 80 percent of all management will be
knowledge workers." - Owen Davies

"To supervise people, you must either surpass them in their accomplishments or despise
them." - Benjamin Disraeli

"There is an enormous number of managers who have retired on the job." - Peter F.
Drucker

"Management by objective works -- if you know the objectives. Ninety percent of the time
you don't." - Peter F. Drucker

"So much of what we call management consists in making it difficult for people to work."
- Peter F. Drucker

"The productivity of work is not the responsibility of the worker but of the manager." -
Peter F. Drucker

"The manager with the in basket problem does not yet understand that he must discipline
himself to take care of activities that fail to excite him." - Pricilla Elfrey

"The Trojans lost the war because they fell for a really dumb trick. hey, there's a gigantic
wooden horse outside and all the Greeks have left. Let's bring it inside! Not a formula for
long-term survival. Now if they had formed a task force to study the Trojan Horse and
report back to a committee, everyone wouldn't have been massacred.. Who says middle
management is useless?" - Adam C. Engst

"A computer will not make a good manager out of a bad manager. It makes a good
manager better faster and a bad manager worse faster." - Edward Esber

"Pay your people the least possible and you'll get from them the same." - Malcolm S.
Forbes
"You don't need a Harvard MBA to know that the bedroom and the boardroom are just
two sides of the same ballgame." - Stephen Fry

"If you are the master be sometimes blind, if you are the servant be sometimes deaf." - R.
Buckminster Fuller

"If each one does their duty as an individual and if each one works in their own proper
vocation, it will be right with the whole." - Johann Wolfgang Von Goethe

"Who can direct when all pretend to know?" - Oliver Goldsmith

"I've been promoted to middle management. I never thought I'd sink so low." - Tim Gould

"If way to the better there be, it exacts a full look at the worst." - Thomas Hardy

"Effective managers live in the present but concentrate on the future." - James L. Hayes

"The only time some people work like a horse is when the boss rides them." - Gabriel
Heatter

"The difference between management and administration(which is what the bureaucrats

used to do exclusively) is the difference between choice and rigidity." - Robert Heller

"The first myth of management is that it exists. The second myth of management is that
success equals skill." - Robert Heller

"Managers have traditionally developed the skills in finance, planning, marketing and
production techniques. Too often the relationships with their people have been assigned
a secondary role. This is too important a subject not to receive first line attention." -
William Hewlitt

"You don't manage people; you manage things. You lead people." - Admiral Grace
Hooper
"The one word that makes a good manager -- decisiveness." - Lee Iacocca

"Management is nothing more than motivating other people." - Lee Iacocca

"The greatest manager has a knack for making ballplayers think they are better than they
think they are." - Reggie Jackson

"Managing is like holding a dove in your hand. Squeeze too hard and you kill it, not hard
enough and it flies away." - Tommy Lasorda

"Management that is destructively critical when mistakes are made kills initiative and it's
essential that we have many people with initiative if we're to continue to grow." - Lewis
Lehr

"Damn the great executives, the men of measured merriment, damn the men with careful
smiles, damn the men that run the shops, oh, damn their measured merriment." - Sinclair
Lewis

"Every time I appoint someone to a vacant position, I make a hundred unhappy and one
ungrateful." - Louis XIV

"Any manager who can't get along with a .400 hitter is crazy." - Joe Mccarthy

"Man is the principal syllable in Management." - C. T. Mckenzie

"A man may be a tough, concentrated, successful money-maker and never contribute to
his country anything more than a horrible example. A manager may be tough and
practical, squeezing out, while the going is good, the last ounce of profit and dividend,
and may leave behind him an exhausted industry and a legacy of industrial hatred. A
tough manager may never look outside his own factory walls or be conscious of his
partnership in a wider world. I often wonder what strange cud such men sit chewing
when their working days are over, and the accumulating riches of the mind have eluded
them." - Robert Menzies
"Good managers have a bias for action." - Thomas J. Peters

"Not to watch your workmen is to lose your money." - Spanish Proverb

"Surround yourself with the best people you can find, delegate authority, and don't
interfere." - Ronald Reagan

"I would rather have a first-class manager running a second-rate business than a
second-rate manager running a first-rate business." - Jack E. Reichert

"Management must speak with one voice. When it doesn't management itself becomes a
peripheral opponent to the team's mission." - Pat Riley

"Good management consists in showing average people how to do the work of superior
people." - John D. Rockefeller

"Things refuse to be mismanaged long." - Saying

"Remember that when an employee enters your office, they are in a strange land." -
Erwin H. Schell

"They that govern the most make the least noise." - John Selden

"Management's job is to see the company not as it is... but as it can become." - John W.
Teets

"Those that despise people will never get the best out of others and themselves." - Alexis
De Tocqueville

"A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the
energies of his people. If you're the boss and your people fight you openly when they
think that you are wrong -- that's healthy." - Robert Townsend

"A president either is constantly on top of events or, if he hesitates, events will soon be on
top of him. I never felt that I could let up for a moment." - Harry S. Truman

"Successful Project Management: PLAN, EXECUTE, EVALUATE Sounds simple, but

most projects aren't well planned nor are they evaluated well. The tendency is to jump
right into execution and as soon as execution is completed (which usually isn't soon),
move on to the next project without evaluating what happen on the present project and
what could have been improved. Successful project management requires more front and
back end resources (and less middle) than are usually allocated." - Source Unknown

"If you want to manage somebody, manage yourself. Do that well and you'll be ready to
stop managing. And start leading." - Source Unknown

"An executive is someone who talks with visitors so the other employees can get their
work done." - Source Unknown

"A manager is an assistant to his men." - Thomas J. Watson

"I head a nation of a million presidents." - Chaim. Weizmann

"An overburdened, over-stretched executive is the best executive, because he or she

doesn't have the time to meddle, to deal in trivia, to bother people" - Jack Welch

Leadership

Leadership is a fascinating subject for many people. The term conjures up a familiar
scene of a powerful, heroic, triumphant individual with a group of followers returning
home after winning a national championship or a war against the evil enemy. They all
march through town surrounded by a crowd waving flags. Or an enthusiastic orator
delivers an energetic speech, hands waving in the air, to thousands of people gathered in
a plaza.

The widespread fascination with leadership may be because of the impact that leadership
has on everyone's life. Stories of heroic leadership go back thousands of years: Moses
delivering thousands of Hebrews from Egypt or Alexander the Great building a great
empire. Why were certain leaders able to inspire and mobilize so many people, and how
did they achieve what they achieved? There are so many questions to which we want
answers, but many remain as puzzling as ever. In recent decades, many researchers have
undertaken a systematic and scientific study of leadership.
Leadership is defined in so many different ways that it is hard to come up with a single
working definition. Leadership is not just a person or group of people in a high position;
understanding leadership is not complete without understanding interactions between a
leader and his or her followers. Neither is leadership merely the ability or static capacity
of a leader. We need to look into the dynamic nature of the relationship between leader
and followers. In these unique social dynamics, all the parties involved attempt to
influence each other in the pursuit of goals. These goals may or may not coincide:
Participants actively engage in defining and redefining the goal for the group and for
themselves.

Putting all these into a comprehensive statement: Leadership is a process in which a

leader attempts to influence his or her followers to establish and accomplish a goal or
goals. In order to accomplish the goal, the leader exercises his or her power to influence
people. That power is exercised in earlier stages by motivating followers to get the job
done and in later stages by rewarding or punishing those who do or do not perform to the
level of expectation. Leadership is a continuous process, with the accomplishment of one
goal becoming the beginning of a new goal. The proper reward by the leader is of utmost
importance in order to continually motivate followers in the process.

What does leadership do for an organization? If we define leadership as a process

involving interactions between a leader and followers, usually subordinate employees of
a company, leadership profoundly affects the company: It defines or approves the
mission or goal of the organization. This goal setting is a dynamic process for which the
leader is ultimately responsible. A strong visionary leader presents and convinces
followers that a new course of action is needed for the survival and prosperity of the
group in the future. Once a goal is set, the leader assumes the role of ensuring successful
accomplishment of the goal. Another vital role of leadership is to represent the
group/organization and link it to the external world in order to obtain vital resources to
carry out its mission. When necessary, leadership has to defend the organization's
integrity.

Characteristics of Successful and Effective Leadership

What does it take to make leadership successful or effective? Early students of leadership
examined great leaders throughout history, attempting to find traits that they shared.
Among personality traits that they found were determination, emotional stability,
diplomacy, self-confidence, personal integrity, originality, and creativity. Intellectual
abilities included judgmental ability, knowledge, and verbal communication ability. In
addition, physical traits cannot be ignored, such as age, height, weight, and physical
attractiveness.

It is not only inborn personality traits that are important but also styles and behaviors that
a person learns. Strong autocratic leaders set their goals without considering the opinions
of their followers, then command their followers to execute their assigned tasks without
question. Consultative leaders solicit the opinions and ideas of their followers in the goal-
setting process but ultimately determine important goals and task assignments on their
own. Democratic or participative leaders participate equally in the process with their
followers and let the group make decisions. Extremely laid-back leaders, so called
laissez-faire leaders, let the group take whatever action its members feel is necessary.

Inspired and led by Renis Likert, a research team at the University of Michigan studied
leadership for several years and identified two distinct styles, which they referred to as
job-centered and employee-centered leadership styles. The job-centered leader closely
supervises subordinates to make sure they perform their tasks following the specified
procedures. This type of leader relies on reward, punishment, and legitimate power to
influence the behavior of followers. The employee-centered leader believes that creating
a supportive work environment ultimately is the road to superior organizational
performance. The employee-centered leader shows great concern about the employees'
emotional well-being, personal growth and development, and achievement.

A leadership study group at Ohio State University, headed by Harris Fleishman, found
similar contrasts in leadership style, which they referred to as initiating structure and
consideration. The leadership style of initiating structure is similar to the job-centered
leadership style, whereas consideration is similar to the employee-centered leadership
style. It was the initial expectation of both research groups that a leader who could
demonstrate both high initiating structure (job centered) and high consideration
(employee centered) would be successful and effective in all circumstances.

Many students of leadership today believe that there is no one best way to lead, believing
instead that appropriate leadership styles vary depending on situations. Fred Fiedler
(1967), for instance, believes that a task-oriented leadership style is appropriate when the
situation is either extremely favorable or extremely unfavorable to the leader. A favorable
situation exists when the relationship between the leader and followers is good, their
tasks are well-defined, and the leader has strong power; when the opposite is true, an
unfavorable situation exists. When the situation is moderately favorable, a people-
oriented leadership style is appropriate. Some theorists suggest that situational factors—
the type of task, nature of work groups, formal authority system, personality and maturity
level of followers, experience, and ability of followers—are critical in determining the
most effective leadership style. For instance, when followers are inexperienced and lack
maturity and responsibility, the directive leadership style is effective; when followers are
experienced and willing to take charge, supportive leadership is effective.

Leadership in a Multicultural Setting

One major situational factor is the cultural values of the followers. People who have
different cultural norms and values require different leadership styles. In a highly
collective society such as Japan, the Philippines, Guatemala, or Ecuador, where the social
bond among members is very strong and people look out for one another, a strong
patriarch at the top of the social hierarchy tends to emerge as an effective leader. Such a
leader is not only accepted by the followers but is also expected to protect their interests.
China's Deng Xiao-Ping, whose influence continues even after his death, is a case in
point.
On the other hand, in an extremely individualistic society, such as the United States
(Hofstede, 1980), where the social bonds are loose and individuals are expected to take
care of themselves, success and achievement are admired, and a competitive and heroic
figure is likely to emerge as a leader. It is no surprise that John F. Kennedy became such
a charismatic figure in the United States. His energetic and inspirational speeches are still
vividly remembered.

Charismatic and Transformational Leadership

Regardless of culture and time, however, a great leader is remembered for his or her
charisma, which means "divinely inspired gift" in Greek. Charismatic leaders have
profound effects on followers. Through their exceptional inspirational and verbal ability,
they articulate ideological goals and missions, communicate to followers with passion
and inspiration, set an example in their own behaviors, and demand hard work and
commitment from followers, above and beyond normal expectation.

Building on charismatic leadership, Bernard Bass (1985) proposed a theory of

transformational leadership. Bass views leadership as a process of social exchange
between a leader and his or her followers. In exchange for desired behaviors and task
accomplishment, a leader provides rewards to followers. This nominal social exchange
process is called transactional leadership. In contrast, a transformational leader places a
higher level of trust in his or her followers and demands a much higher level of loyalty
and performance beyond normal expectations. With unusual charismatic qualities and
inspirational person-to-person interactions, a transformational leader transforms and
motivates followers to make extra efforts to turn around ailing organizational situations
into success stories. Lee Iacocca, when he took over Chrysler as CEO in 1979 and turned
around this financially distressed company, was considered an exemplary
transformational leader. He was able to convince many people, including employees and
the U.S. Congress, to support the ailing company and to make it a success.

Ways Women Lead

Leadership qualities such as aggressiveness, assertiveness, taking charge, and

competitiveness are traditionally associated with strong, masculine characters. Even
women executives tended to show these characteristics in the traditional corporate world.
In fact, many of these women executives were promoted because they were even more
competitive and assertive than their male counterparts. These successful women
executives often sacrificed a family life, which their male counterparts did not necessarily
have to do.

The business world is changing, however. Today, much research has found that women
leaders are different from their male counterparts in management style: Women leaders
tend to be more concerned with consensus building, participation, and caring. They often
are more willing than men to share power and information, to empower employees, and
to be concerned about the feelings of their subordinates.
Such an interactive and emotionally involved leadership style is not necessarily negative
in today's business environment. Indeed, some researchers find it to be highly effective.
Internally, a culturally diverse work force demands more interactive and collaborative
coordination. Externally, culturally diverse customers demand more personable and
caring attention. A caring and flexible management style serves such diverse employees
and customers better than traditional methods of management.

Leadership and Management

John Kotter (1988) distinguishes leadership from management. Effective management

carefully plans the goal of an organization, recruits the necessary staff, organizes them,
and closely supervises them to make sure that the initial plan is executed properly.
Successful leadership goes beyond management of plans and tasks. It envisions the future
and sets a new direction for the organization. Successful leaders mobilize all possible
means and human resources; they inspire all members of the organization to support the
new mission and execute it with enthusiasm. When an organization faces an uncertain
environment, it demands strong leadership. On the other hand, when an organization
faces internal operational complexity, it demands strong management. If an organization
faces both an uncertain environment and internal operational complexity, it requires both
strong leadership and strong management.

Leadership

Leadership is the process through which an individual tries to influence another

individual or a group of individuals to accomplish a goal. Leadership is valued in our
culture, especially when it helps to achieve goals that are beneficial to the population,
such as the enactment of effective preventive-health policies. An individual with
leadership qualities can also improve an organization and the individuals in it, whether it
be a teacher who works to get better teaching materials and after-school programs or an
employee who develops new ideas and products and influences others to invest in them.

Leadership can be exhibited in a variety of ways and circumstances. Mothers and fathers
show leadership in raising their children with good values and encouraging them to
develop to their potential. Teachers show it in inspiring students to learn and to develop
their intellectual capacity. Health care workers can be leaders and develop services that
meet the needs of the communities they serve, or work in collaboration with other
organizations to create cost-effective, prevention-oriented programs and services.

Many studies have been done and many books and articles have been published on this
subject. Through this work a consistent set of leadership attributes has emerged. An
effective leader does most, if not all, of the following:

• Challenge the Process—search out challenging opportunities, take risks, and

learn from mistakes.
 • Inspire others to come together and agree on a future direction or goal— create a
shared vision by thinking about the future, having a strong positive vision, and
encouraging others to participate.
• Help others to act—help others to work together, to cooperate and collaborate by
developing shared goals and building trust, and help to make others stronger by
encouraging them to develop their skills and talents.
• Set an example—behave in ways that are consistent with professed values and
help others to achieve small gains that keep them motivated, especially when a
goal will not be achieved quickly.
• Encourage others—recognize each individual's contributions to the success of a
project.

Another way of defining leadership is to acknowledge what people value in individuals

that are recognized as leaders. Most people can think of individuals they consider to be
leaders. Research conducted in the 1980s by James Kouzes and Barry Posner found that a
majority of people admire, and willingly follow, people who are honest, forward-looking,
inspiring, and competent

An individual who would like to develop leadership skills can profit from the knowledge
that leadership is not just a set of exceptional skills and attributes possessed by only a few
very special people. Rather, leadership is a process and a set of skills that can be learned.

Managerial grid model

The Managerial Grid Model (1964) is a behavioral leadership model developed by
Robert Blake and Jane Mouton. This model identifies five different leadership styles
based on the concern for people and the concern for production. The optimal leadership
style in this model is based on Theory Y.
A graphical representation of the Managerial Grid

As shown in the figure, the model is represented as a grid with concern for production as
the X-axis and concern for people as the Y-axis; each axis ranges from 1 (Low) to 9
(High). The five resulting leadership styles are as follows:

The impoverished style (1,1)

In this style, managers have low concern for both people and production. Managers use
this style to avoid getting into trouble. The main concern for the manager is not to be held
responsible for any mistakes, which results in less innovative decisions.

Features 1. Does only enough to preserve job and job seniority. 2. Gives little and enjoys
little. 3. Protects himself by not being noticed by others.

Implications 1. Tries to stay in the same post for a long time.

The country club style (1,9)

This style has a high concern for people and a low concern for production. Managers
using this style pay much attention to the security and comfort of the employees, in hopes
that this would increase performance. The resulting atmosphere is usually friendly, but
not necessarily that productive.

The produce or perish style (9,1)

With a high concern for production, and a low concern for people, managers using this
style find employee needs unimportant; they provide their employees with money and
expect performance back. Managers using this style also pressure their employees
through rules and punishments to achieve the company goals. This dictatorial style is
based on Theory X of Douglas McGregor, and is commonly applied by companies on the
edge of real or perceived failure.This is used in case of crisis management.

The middle-of-the-road style (5,5)

Managers using this style try to balance between company goals and workers' needs. By
giving some concern to both people and production, managers who use this style hope to
achieve acceptable performance.

The team style (9,9)

In this style, high concern is paid both to people and production. As suggested by the
propositions of Theory Y, managers choosing to use this style encourage teamwork and
commitment among employees. This method relies heavily on making employees feel as
a constructive part of the company.
Inspiration for Conflict Style Inventories

The managerial grid has also served as the inspiration for several conflict management
style inventories, notably the Thomas Kilmann Inventory (TKI) and the Kraybill Conflict
Style Inventory

See also
• Behavior modification

Reference
Blake, R. & Mouton, J. (1964) The Managerial Grid: The Key to Leadership Excellence.
Houston: Gulf Publishing Co.

Participative Management

An open form of management where employees have a strong decision-making role.

Participative management is developed by managers who actively seek a strong
cooperative relationship with their employees. The advantages of participative
management include increased productivity, improved quality, and reduced costs. See
also Participative Leadership.

Participative Leadership

Consultative management method that encourages others to participate. Leadership

decisions are achieved as the end result of group participation. Participative management
is the process of consultative management.

What is the role of participative

management?
In: Business and Finance
Role of participative management is basically to encourage employee empowerment
in order to maintain good relationships with employees & also to encourage employees to
be a part of the decision making process & to encourage a wave of flexibility within the
organization. This will ultimately help towards increasing productivity, improving quality
& achieve cost reduction & also help in changing any systems or processes which might
be affecting the organization's performance.