: Exerting Positive Influence While Leading People

Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication
Contents
Preface
Acknowledgments
Advance Organizer
About the Authors
Introduction
1. Introduction and Knowledge Base
	Introduction
	Supervision
		Industry Definition and Description of Supervision and Supervisors
			By the Word Origin
			By the Law
			By the Duties and Activities
			By the Competencies
		Who Are Supervisors?
			First-Line Supervisors
			Second-Line Supervisors
		What Do Supervisors Do?
		What Does It Mean to Lead as a Supervisor?
			Bridge between Senior Managers and the Workforce
			Differences between Supervisors and Nonexempt Workers
	Management
		Industry Definition and Description of Management and Managers
			What Is Management?
			Who Are Managers?
			The Necessity of Management
		Industry Description of Managers
		Levels of Management
			Top-Level Managers
			Middle Managers
		Supervisory Managers or First-Line Managers
		What Does It Mean to Lead as a Manager?
		The Four Key Functions of Management
			Planning
			Organizing
			Leading
			Controlling
		Fundamental Knowledge and Skills for Managing Effectively
	Leading and Team Leaders
		Team Leaders
			Designated and Emergent Leaders
	Responsibilities
		Supervisor’s Responsibilities to Others
	General “Chain of Command”
		An Organization’s Chain of Command
	What’s Next
	Key Takeaways
	Discussion Questions
	References
2. Fundamental Principles of Supervisory Leadership
	Introduction
	Keystone Principles
	Linking Pin Principles
	Motivation
		Positive Motivation
		Negative Motivation
	Theories of Motivation
		Maslow’s Hierarchy of Needs
		Herzberg’s Theory of Motivation
			Motivators
			Hygiene Factors
		McGregor’s Theory X, Theory Y, and Theory Z
			Theory X
			Theory Y
			Theory Z
		Victor Vroom’s Expectancy Theory
			Expectancy
			Instrumentality
			Valance
		McClelland’s Need for Achievement Theory
	Positive Organizational Behavior
		Follow-Up and Action Plan
	What’s Next
	Key Takeaways
	Discussion Questions
	References
3. Positive Influential Supervisory Leadership
	Introduction
	Some Definitions and Descriptions
		Positive Leaders
		Influential Leaders
	What Is Positive Influential Leadership?
		Fundamental Principles of Positive Influential Supervisory Leadership
		Self-Reflecting Rating on Fundamental Principles of Positive Supervisory Leadership
		Follow-Up and Action Plan
	Solutions-Building Rather Than Problem-Solving
	Role of the Positive Supervisor
	Source of Positive Supervision
		Positive Psychology
		Solution-Focused Brief Therapy
	Leadership Theories
		Understanding Trait Theory
			Applying Trait Theory
		Understanding Behavior Theory
			Autocratic Leaders
			Supportive Leaders
			Participative Leaders
			Abdicative or Laissez-Faire Leaders
			Applying Behavior Theory
		Understanding Contingency Theory
			Applying Contingency Theory
		Understanding Path-Goal Theory
			Applying Path-Goal Theory
		Understanding the Vroom-Yetton Theory
			Applying the Vroom-Yetton Theory
		Leadership Styles That Cause Problems
		Overcoming Problems in Leadership
		Choosing Leadership Style
		Types of Leaders Based on Use of Power
			Coercive Power
			Reward Power
			Referent Power
			Charismatic Power
			Expert Power
	What’s Next
	Key Takeaways
	Discussion Questions
	References
4. Competency-Based Approach to Supervisory Leadership
	Introduction
	Competency
		Definition of Competency
	Competency-Based Approach
		Competency-Based Training
		Competency-Based Supervision
	Supervisory Competencies
		Work Outputs
	Positive Influential Leadership Competencies
	Follow-Up and Action Plan
	What’s Next
	Key Takeaways
	Discussion Questions
	References
5. Essential Activities, Skills, and Competencies of a Positive and Influential Supervisor
	Introduction
	Skills and Competencies
		Skills
		Competency
		The Hierarchy of Skills
	Typical Supervision Activities
		Directing the Workforce
		Follow-Up and Action Plan
	Supervision Roles and Skills
		Supervisor Roles
		Supervisor Skills
			Intrapersonal Skills
			Interpersonal Skills
			Communication Skills
			Active Listening Skills
		Follow-Up and Action Plan
	Leadership Qualities and Competencies for Positive and Influential Supervisors
		Follow-Up and Action Plan
	Comparing Problem-Based Questions to Solution-Focused Questions
		Problem-Based Questioning
		Solution-Focused Questioning
	Emotional Intelligence in Positive Leadership
		Self-Awareness
		Self-Regulation
		Compassion
		Empathy
		Motivation
		Interpersonal Skills
		Intrapersonal Skills
		Follow-Up and Action Plan
	List of Additional Valuable Skills for Developing Positive and Influential Supervisory Leadership
	What’s Next
	Key Takeaways
	Discussion Questions
	References
6. Developing Positive and Influential Supervisor Leaders
	Introduction
	Strategies for Developing Positive and Influential Relationships
	Directions of Managing the Positive and Influential Relationships
	How to Transfer Oneself to a Role of a Positive and Influential Supervisor?
		Mindset
		Attitude
		Behavior
		Performance
		The Evolving Role of Supervisors as Managers
	What Are the Steps for Implementing a Positive Supervision?
		Follow-Up and Action Plan
	Ten Key Steps for Effectively Implementing a Positive Supervision Process
		Self-Reflection Rating on Positive Supervision Process
		Follow-Up and Action Plan
	What’s Next
	Key Takeaways
	Discussion Questions
	References
7. Evaluating and Managing Positive and Influential Supervisors
	Introduction
	Performance Management
		R&A’s Performance Management Model: CADERCi ©
	Evaluating Expectations of Direct Reports
		Providing Feedback to Direct Reports
	Evaluating Supervisor’s Performance
		Supervisor’s Competencies
		Follow-Up and Action Plan
	What’s Next
	Key Takeaways
	Discussion Questions
	References
8. Positive and Influential Supervisory Leadership Framework: Overview of Book Series
	Introduction
	Successful Supervisor Leadership Framework
	The Inclusive, Empathetic, and Relational Supervisor
		Managing Diversity, Equity, and Belonging
		Managing Interpersonal and Intrapersonal Skills
		Managing with and through People
	The Organized and Engaged Supervisor
		Managing Time and Resources
		Managing Employee Experience
	The Agile, Innovative, and Resilient Supervisor
		Working with People as the World Changes
		Promoting Creativity and Resourcefulness
		Managing People during Crisis
	The Ethical and Values-Based Supervisor
		Upholding Moral Conduct and Integrity
		Aligning Values-Based Behavior
	Customize Your Type of Supervisor
	Follow-Up and Action Plan
	Key Takeaways
	Discussion Questions
	References
Appendix A: Supportive Resources
Index