1. Leadership Skills
For Your Startup
Growth
Patrick Henry Entropic

2. Management Functions and Styles
Goals
1. Define the five functions of management
2. Describe the levels of management in businesses and
organizations
3. Discuss how and when to use the two management styles

3. Role and Work of Managers
 Who is a Manager?
 Management- the process of accomplishing the goals of an organization through the
effective use of people and other resources.
 What do Managers Do?
 Planning – analyzing information, setting goals, and making decisions about what
needs to be done.
 Organizing – Identifying and arranging the work and resources needed to achieve the
goals that have been set

4. Role and Work of Managers
 What do Managers Do?
 Staffing – includes all the activities involved in obtaining, preparing, and
compensating the people who work for a business
 Implementing – the effort to direct and lead people to accomplish the planned work
of the organization
 Controlling – determines to what extent the business is accomplishing the goals it set
out to reach in the planning stage.

5. Checkpoint #1
 What are the five management functions?
 Planning
 Organizing
 Staffing
 Implementing
 Controlling

6. Management Levels
 Top Management
 Executives are top-level managers with responsibilities for the
direction and success if the entire business.
 Set the long-term direction and plans
 Spend most of their time on planning and controlling activities
 Middle Management
 Middle mangers are specialists with responsibilities for specific
parts of a company’s operation
 Work with a companies business plan once it is approved

7. Management Levels
 Supervisors
 The first level of management in a business
 Responsible for the day-to-day work of a small group of
employees
 Management by Others
 Employees plan and organize their work
 Hiring and training of new employees

8. Checkpoint #2
 What are the differences among the three levels of management?
 Top-level managers are executives with responsibilities for the direction and
success of the entire business.
 Middle managers are specialists with responsibilities for specific parts of a
company’s operations.
 Supervisors are first-level managers who are responsible for the work of a
group of employees.

9. Management Styles
 Management Style – the way a manager works with and involves
employees
 Two very different styles often used by managers are tactical
management and strategic management

10. Management Styles
 Tactical Management
 A style in which a manager is more directive and controlling
 Manager makes the major decisions and stay in close contact with employees while
they work to make sure the work is done well
 Strategic Management
 A style in which the mangers are more collaborative and involve employees in
decision making.

12. Checkpoint #3
 How is tactical management different from strategic management?
 The tactical management style is more directive and controlling than the
strategic management style.
 Using tactical management, the manager makes the major decisions and
supervises employees closely to make sure the work is done well.
 In strategic management, managers are less directive and involve employees in
decision-making.

13. Leadership
Goals
1. Describe the need for leadership skills and the characteristics of
an effective leader
2. Identify the human relation skills needed by manager and leaders
3. Recognize 4 types of leadership influence

14. What is Leadership?
 The ability to motivate individuals and groups to accomplish
important goals
 Need for Leadership
 Expected to find ways to meet employee needs as well as business needs.
 Mangers must be effective leaders

15. Characteristics of an Effective Leader
 Understanding
 Initiative
 Dependability
 Judgment
 Objectivity
 Confidence
 Stability
 Cooperation
 Honesty
 Courage
 Communication
 Intelligence

16. Preparing to be a Leader
 Study Leadership
 Books/Courses on the subject of leadership can help you understand what it takes to
be a leader
 Participate in Organization Activities
 Clubs, teams, and organization need leaders and offer a variety of opportunities
 Practice Leadership at Work
 Develop leadership skills as you help customers, complete work assignments, take
initiative to solve problems

17. Preparing to be a Leader
 Observe Leaders
 Everyday you can observe people in leadership positions in your school or
community.
 Work with a mentor
 Older brother or sister, trusted adult, teacher or coach can help you learn leadership
skills and offer direction/progress
 Do a self-analysis and ask for feedback
 Find opportunities to demonstrate leadership characteristics

18. Checkpoint #4
 What are several ways to develop leadership skills?
 Leadership skills can be developed through studying leadership,
participating in organizations and activities, practicing leadership
at work, observing leaders, working with a mentor, and doing a
self-analysis and asking for feedback.

19. Importance of Human Relations
 The way people get along with each other
 Self Understanding
 Leaders must understand their own strengths and weaknesses
 Understanding Others
 Leaders recognize that people they work with often are more
alike than different
 Effective leaders get to know each person’s skills and abilities as
well as strengths and weaknesses

20. Importance of Human Relations
 Communication
 Formal and Informal
 Internal and External
 Vertical and Horizontal
 Oral or Written
 Team Building
 The combined skills of the people in an effective team are
greater than that of individuals working alone
 Developing Job Satisfaction

21. Checkpoint #5
 Why do managers and leaders need effective human
relations skills?
 Managers and leaders need effective human relations skills because
much of their success depends on their ability to get along well with
all of the people with whom they work and build effective work
groups.

22. Influencing People
 Kinds of Influence
 Position Influence – the ability to get others to accomplish tasks because of the
position the leader holds.
 Reward Influence – results from the leader’s ability to give or withhold rewards.
 Expert Influence – exists when group members recognize and appreciate a leader’s
expertise in a specific area.
 Identity Influence – stems from the personal trust and respect members have for the
leader.

23. Formal and Informal Influence
 Mangers have formal influence, others have informal influence
 Informal – power resulting from the personal characteristics of a
leader rather than the formal structure of an organization.
 Formal – power based on a leader’s position with the formal
structure of an organization.

24. Checkpoint #6
 What is the difference between formal and informal
influence?
 Formal influence results from a position that is a part of the
organization’s structure.
 Informal influence results from personal characteristics and is not
a formal position in the organization.

25. Ethical Management
Goals
1. Justify the need for ethical management
2. Identify the role of leaders in increasing ethical behavior

26. Importance of Ethical Behavior
 Not everyone has the same belief about what is
ethical and what is not ethical.
 Organizations should develop a clear view of what
is acceptable business behavior and what is not.
 Individuals and organizations develop reputations
based on their actions and the decisions they make

27. What is Ethical Behavior
 Ethical Business Practices – ensure that
appropriate standards of conduct are maintained
by everyone who is a part of the business and with
anyone affected by the business.
 It is lawful.
 It is consistent with company values and policies.
 It is not intended to harm some so that others can benefit.
 If the actions and results become public, it will not embarrass
the company.

28. Ethical Management
 Actions and activities of the business are legal, honest, and ethical.
 People and other companies treated fairly.
 Work of the company improves the communities and countries in
which it operates.
 Resources are used efficiently with consideration of the effect on
people and the environment.

29. Checkpoint #7
 What are the two parts of ethical behavior?
 The actions of individuals and groups
 The results of those actions

30. Increasing Ethical Behavior
Through Leadership
 Preparing the Organization
 Core Values – the important principles that will guide decisions and actions in the
company.
 Companies provide descriptions and examples to help employees see how the core
values can be incorporated throughout the company.
 Modeling Ethical Behavior

31. Checkpoint #8
 What are the core values of an organization?
 An organization’s core values are the principles that guide decisions
and actions in the company.

32. Thanks