BRM 2.0 Leadership, Management 2015

Bridge Resource Management
Leadership and
Management Skill
BRM/AAA/2.0/Leadership and
Ver 1.0, Oct 2013 1
Management Skill
Learning Outcomes
At the end of the topic, you are able to
• Classify the various leadership styles and

their advantages and disadvantages,
• Classify the various management styles and
their behaviours,
• Recognize various management functions
• Recognize the role of using correct
leadership and management styles in Bridge
Resource Management
Ver 1.0, Oct 2013 2
Management Skill
What is Leadership?
• The ability to attain objectives by working,

and through people, both individual
employees and work groups
• Process of directing the behaviour of others

toward the accomplishment of some
objectives / common goal.
• Getting things done/accomplished through

people
Ver 1.0, Oct 2013 3
Management Skill
Leadership
• Leaders carry out the process by applying
their leadership knowledge and skills to
achieve the goal!
Ver 1.0, Oct 2013 4
Management Skill
Leadership
Role of Leadership and Maritime
Sector
• An officer serves as the
formal leader of the
employees & work groups for
which he is responsible.
• An officer’s effectiveness is
based upon the ability to
direct employees in those
activities designed to most
effectively attain goals.
Ver 1.0, Oct 2013 6
Management Skill
The Ten Core Safety Leadership Qualities
Ver 1.0, Oct 2013 7
Management Skill
Leadership Styles
 Popular Leadership Styles
 Autocratic
 Democratic
 Laissez-Faire
 Bureaucratic
 Charismatic
 Task-Oriented
 People-Oriented or Relations-Oriented
 Transactional
 Transformational
 Servant
Ver 1.0, Oct 2013 8
Management Skill
Autocratic Leadership
“HERE IS WHAT IS TO BE
DONE AND HERE IS HOW TO
DO IT, NOW GO TO WORK!!”
Autocratic leadership is an extreme form of leadership.
Ver 1.0, Oct 2013 9
Management Skill
Autocratic Leadership
Features
 Classical approach
 Likely to make decisions without input from
staff,
 Give orders without explanation or defense
 Expect staff to be obeyed
 Structured sets of rewards and punishments
 Delegate little or none at all responsibility &
authority to his subordinates
 Task oriented
Ver 1.0, Oct 2013 10
Management Skill
•Autocratic Leadership
(Authoritarian/ Dictatorial )
When to be used, Disadvantages
(Advantages)
• Do not expect from sub-
• No time to ordinates
explain/defense – Discussion
– Emergency – Response
• Lack of skill/knowledge – Challenge
– Good teamwork
– New employees
• An employee does not
respond positively to
any other style of
supervision
• The officer’s authority
(power) is challenged
Ver 1.0, Oct 2013 11
Management Skill
Democratic - or - Participative
Leadership
Opposite of Autocratic leadership
 Share decision-making
responsibility
 increases job satisfaction and
morale because people feel
involved and respected and
personal development is
encouraged.
 The officer must have a great
deal of patience as the system
is used
Ver 1.0, Oct 2013 12
Management Skill
Democratic Leadership
When to be used
 Best used with highly skilled and/or highly

experienced employees
 Used with sufficient time due to

participative approach
 On board operational meetings provide

opportunities for democratic leadership.
Ver 1.0, Oct 2013 13
Management Skill
Laissez-Faire Leadership
• French phrase means "let it be" and refers

to leaders who leave their team members to
work on their own.
• When team members are highly skilled and

competent in doing their work.
• Let them get on with running the ship, but

who at the same time monitors what's being
achieved and communicates this back to the
team
Ver 1.0, Oct 2013 14
Management Skill
Laissez-Faire Leadership
Features
 Hands off approach, where the leader
actually does as little leading as possible
 All authorities delegated to employees
 Almost leaderless due to little or no
direction
 May result from weak leadership with
insufficient control, leaving staff to "do their
own thing"
Ver 1.0, Oct 2013 15
Management Skill
• The flow of
influence with
three leadership
styles
Ver 1.0, Oct 2013 16
Management Skill
Bureaucratic Leadership
Features
 The leader relies on the rules, regulations,
policies and procedures as decisions are
made
 Management “by the book” style
Ver 1.0, Oct 2013 17
Management Skill
Bureaucratic Leadership
When to be used Disadvantage

 Technical • Possible
 Legal loss of trust
Examples from subordinates
 SOP if leader always
 SMS manual uses it
 Safety/Security/
Environment
 Generator
maintenance manual
Ver 1.0, Oct 2013 18
Management Skill
Charismatic leadership
• Inspires enthusiasm and generates energy

in driving others forward.
• People readily follow

(such as a popular politician)
• Risk … such a leader is overly attributed

with success by followers, and
may too self-confident and self-centred.
Ver 1.0, Oct 2013 19
Management Skill
Charismatic leadership
• Bears heavy responsibility, as there is

a tendency to "leave it to the boss".
• Need for long-term commitment
• On-board situation may suffer through such

a leader having only short periods of
service.
Ver 1.0, Oct 2013 20
Management Skill
Task-Oriented Leadership
• Concentrates on getting the job done, often

in an autocratic manner.
• The task is clearly defined and planned, the

organization is clear, those involved know
their roles and are competent to carry them
out and respond to orders from the leader.
• (Example: loading of a heavy lift)
Ver 1.0, Oct 2013 21
Management Skill
Task-Oriented Leadership
• However the danger that this approach can
become too autocratic and give rise to a
feeling of non-involvement in the decision
making and discontent as to the manner in
which it is being carried out.
• There may also be reluctance to inform the

leader of risks and inefficiencies.
Ver 1.0, Oct 2013 22
Management Skill
People-Oriented Leadership
(Relations-Oriented Leadership)
• Leaders focus on organizing, supporting,
and developing their teams, very much as
part of the team.
• An onboard operation often requires people

oriented leadership in its planning but task
leadership in its performance, such as with
the loading of a dangerous cargo.
• An effective leader will use both styles as

appropriate.
Ver 1.0, Oct 2013 23
Management Skill
Transactional leadership
• Traditional style on board ship, where the

"crew" know and accept that they are to
follow orders given by the "officers".
• Accepted when joining the ship.
• The "transaction" is that work will be done
in return for payment and other rewards
• The leader has a right to penalize team
members whose work does not meet the
pre-determined standard.
Ver 1.0, Oct 2013 24
Management Skill
• Team members can do little to improve their

job satisfaction under transactional
leadership
• May be given some control over rewards

through the use of incentives (such as the
overtime payment) that encourage higher
standards or greater productivity
Ver 1.0, Oct 2013 25
Management Skill
• Not a true leadership style,

• Focus more on short-term tasks,
examples:
- getting a paint job done
- cleaning dry bulk cargo holds while good
weather lasts
Ver 1.0, Oct 2013 26
Management Skill
Transformational Leadership
• Effectively inspire their teams with a shared

vision of the future and encourage
enthusiasm among the team for situations
to be transformed.
• While Shipboard Operations require more

transactional leadership,…
• Operations Ashore are likely to require more
transformational leadership at senior levels
in response to changes in the business and
regulatory environments.
Ver 1.0, Oct 2013 27
Management Skill
Transformational Leadership
• Transactional leaders (management level)

ensure that routine work is done reliably.
• Transformational leaders look after

initiatives that add new value!
Ver 1.0, Oct 2013 28
Management Skill
Servant Leadership
• Often not formally recognized as leader
• When someone, at any level within an

organization, leads simply by meeting the
needs of the team, he or she is described as
a "servant leader";
• A servant leader usually becomes powerful

on the basis of strong values and ideals and
an ability to influence colleagues.
Ver 1.0, Oct 2013 29
Management Skill
Servant Leadership
• “The servant-leader is servant first…
– It begins with the natural feeling that one
wants to serve, to serve first.
– Then conscious choice brings one to aspire to
lead.
• He/She is sharply different from one who

is leader first …
• The leader-first and the servant-first are

two extreme types.
– Between them there are shadings and
blends that are part of the infinite variety
of human nature.
Servant Leadership
• A servant-leader focuses primarily on the

growth and well-being of people and the
communities to which they belong.
• While traditional leadership generally

involves the accumulation and exercise of
power by one at the “top of the pyramid,”
servant leadership is different.
• The servant-leader shares power, puts the

needs of others first and helps people
develop and perform as highly as possible.
https://greenleaf.org/what-is-servant-leadership/
WHAT IS SERVANT LEADERSHIP?
Servant leadership is a philosophy and
set of practices that enriches the lives
of individuals, builds better
organizations and ultimately creates a
more just and caring world.
Servant leadership can be

found in many religious
texts, though the
philosophy itself
transcends any particular
religious tradition.
Servant Leadership
examples in shipping related environment

e.g.1
• A crew member who through natural
abilities and strong motivation leads from
behind;
e.g.2
• Through influence leading to a protest to the
onboard management as a result of
dissatisfaction.
Ver 1.0, Oct 2013 33
Management Skill
There are
many different
styles/types
of
Leadership –
or –
Management…
Ver 1.0, Oct 2013 34
Management Skill
Management
NOUN
1. the act or manner of managing; handling, direction, or control.
2. skill in managing; executive ability: great management and

tact.
3. the person or persons controlling and directing the affairs of a

business, institution, etc.: The store is under new management.
4. executives collectively, considered as a class (labor).

» Source: Dictionary.com
The word "management" means the act or

skill of making decisions about a business or
a department. It can also refer to the people that
are responsible for making decisions in business
or the process itself of decision making.
Ver 1.0, Oct 2013 35
Management Skill
Management
• A process of reaching organizational
goals by working with and through
people and other organizational
resources.
(In other words)

• `
• The process of designing and

maintaining an environment in which
individual, working together in
groups, efficiently accomplished
selected aims.
Ver 1.0, Oct 2013 36
Management Skill
EXPANDED DEFINITIONS
 Manager who carry out managerial functions

 Applies to any kind of organization
 Applies to managers at all organizational
levels
 Aim of all managers is the same: to create
surplus/extra
 Concerned with productivity, which implies
effectiveness and efficiency
Ver 1.0, Oct 2013 37
Management Skill
Leader vs Manager
What is the different between the Leader and Manager?
Managers Leaders
Managers
Managers Who Are Leaders Who
Who Are Not Also Are Not
Leaders Leaders Managers
Ver 1.0, Oct 2013 39
Management Skill
The biggest difference between leaders
and managers is - the way they
motivate the people who follow or work
for them.
• Managers have subordinates, unless their
title is given as a mark of seniority and
honorary, while leaders do not.
• In terms of approach, a leader sets the
direction while a manager plans the details.
• Leaders appeal to the heart while managers
appeal to the head.
• A leader’s energy is passion, and that of the
manager is control.
Ver 1.0, Oct 2013 40
Management Skill
Difference between
Manager and Leader
• A manager is a • A leader is
designated someone who
leader influences the
responsible for behaviour and
planning, work of others to
organizing, achieve a goal.
directing and
controlling a
team to
accomplish the
set goal.
Ver 1.0, Oct 2013 41
Management Skill
Difference between
Manager and Leader
• A manager • A leader has
controls an social influence
institution, in which the
business, or of a person can enlist
part, division, or the aid and
phase of it. support of others
in the
accomplishment
of a common
task.
Ver 1.0, Oct 2013 42
Management Skill
Difference between
Manager and Leader
• A manager • A leader uses his
usually obtains
visionary skills to
and directs set direction that
resources to a group follows.
achieve an
objective.
• Managers usually • Leaders are

rule. usually followed.
Ver 1.0, Oct 2013 43
Management Skill
Difference between
Manager and Leader
• Managers do not • Leaders possess
have specific a natural set of
leadership talents that
qualities and inspire people to
talents or that follow, to be
does not be given loyal, and to
guidance to draw produce.
them out
sometimes work
much harder
than their
subordinates to
produce results
for the company.BRM/AAA/2.0/Leadership and
Management Skill
44
Difference between
Manager and Leader
 Leadership and management are often
used interchangeably.
 Leadership is an essential asset a manager
should possess.
 A leader sets directions or visions for a

group that they follow…
- While -
 a manager controls or directs
people/resources in a group according to
established principles or values.
Ver 1.0, Oct 2013 45
Management Skill
Difference between
Manager and Leader
… Leadership and Management …
- is not the same thing!
- but they are -
- necessarily linked, and

complementary!
Ver 1.0, Oct 2013 46
Management Skill
Characters of Successful Leader
1. Intelligence, including judgment and

verbal ability
2. Past achievement in scholarship and
athletics
3. Emotional maturity and stability
4. Dependability, persistence, and a drive for
continuing achievement
5. The skill to participate socially and adapt
to various groups
6. A desire for status and socioeconomic
position
Ver 1.0, Oct 2013 47
Management Skill
Types of Leader Behaviours:
• Directive
• Supportive
• Participative
• Achievement-oriented
Ver 1.0, Oct 2013 48
Management Skill
Leadership Behaviour Model
Boss-Centered Leadership
Use of Authority by the Manager
Area of Freedom for Subordinates
Subordinate-Centered Leadership
Manager
Manager
Manager permits
Manager Manager defines
Manager subordinates
Makes Manager presents presents limits;
presents
decision “sells” tentative problem, get asks to function
ideas and within limits
and decision decision suggestions, group to
invites defined by
announces subject makes make
questions superior
it to decision decision
change
Ver 1.0, Oct 2013 49
Management Skill
FACTORs that influence
the way the Leaders’ Behaviour
 Job pressure
 Job satisfaction
 Subordinates’ need for information
 Subordinates’ expectations
 Regulations (MLC2006)
 FSC, PSC
 Nationalities (beliefs/culture/traditions)
 Working/ Organizational environment
 Any others …. ?
Ver 1.0, Oct 2013 50
Management Skill
KEY POINT!
• There's no “one particular right" way to lead

or manage that fits all situations
Ver 1.0, Oct 2013 51
Management Skill
KEY POINT!
• To choose the most effective approach,

consider:
– The skill levels and experience of the
team;
– The work involved
(routine, or new and creative);
– The organizational environment
(stable or radically changing, conservative or
adventurous);
– preferred or natural leadership style.
Ver 1.0, Oct 2013 52
Management Skill
KEY POINT!
• Good leaders switch instinctively between

styles, according to the situation, the people
involved and the work to be done.
• Trust is established and the needs of the

organization balanced against the needs of
the team.
Ver 1.0, Oct 2013 53
Management Skill
Leader should be prepared to…
Ver 1.0, Oct 2013 54
Management Skill
POOR LEADERS (TOXIC LEADERS)
• Abuse the leader-follower relationship.
• Common traits of toxic leadership are:

 • Glibness/superficial charm (Clever/not sincere/not much though)
 • Grandiose sense of self-worth (seems impressive but too
large/complicated/ expensive)
 • Pathological lying (not reasonable)
 • Cunning/manipulative (Tricking/cheating way)
 • Lack of remorse or guilt (Feeling extremely sorry for wrongly or badly
done)
 • Callous/lack of empathy (Not care others feeling/suffering)
 • Shallow emotional affect (genuine emotion is short-lived
and egocentric)
 • Failure to accept responsibility for own actions.
Ver 1.0, Oct 2013 55
Management Skill
Managerial Efficiency
The degree to which organizational
resources contribute to productivity.
Ver 1.0, Oct 2013 56
Management Skill
Managerial Effectiveness
Management’s use of organizational

resources in meeting organizational goals
Ver 1.0, Oct 2013 57
Management Skill
Managerial Effectiveness
INEFFECTIVE EFFECTIVE
EFFICIENT
NOT REACHING REACHING
GOALS & GOALS &
RESOURCES USE
NOT WASTING NOT WASTING

RESOURCES RESOURCES
INEFFICIENT
NOT REACHING REACHING
GOALS & GOALS &
WASTING WASTING
RESOURCES RESOURCES
GOAL ACCOMPLISHMENT
Ver 1.0, Oct 2013 58
Management Skill
THE FUNCTIONS OF MANAGEMENT
• Five managerial functions around which
managerial knowledge is organized:-
 Planning
 Organizing
 Staffing
 Coordinating / Leading
 Controlling
Ver 1.0, Oct 2013 59
Management Skill
PLANNING
• Planning function of management controls
all the planning that allows the organization
to run smoothly.
• Planning involves defining a goal and
determining the most effective course of
action needed to reach that goal.
• Planning involves flexibility.
(the planner must coordinate with all levels of
management and leadership in the organization)
• Also involves knowledge of the company’s
resources and the future objectives.
Ver 1.0, Oct 2013 60
Management Skill
ORGANIZING
• Organizational structure is the foundation of
a company; without this structure, the day-
to-day operation of the business becomes
difficult and unsuccessful.
• Organizing involves designating tasks and
responsibilities to employees with the
specific skill sets needed to complete the
tasks.
• Also involves developing the organizational
structure and chain of command within the
company.
Ver 1.0, Oct 2013 61
Management Skill
STAFFING
• Filling, and keeping filled, the positions in
the organization structure.
• Without the staffing function, the business
would fail.
• Controls all recruitment and personnel
needs of the organization.
• To hire the right people for the right jobs to
achieve the objectives of the organization.
• Staffing involves more than just
recruitment; staffing also encompasses
training and development, performance
appraisals, promotions and transfers.
Ver 1.0, Oct 2013 62
Management Skill
Coordinating /Leading
• Coordinating involves communication,

supervision and direction by management.
• Coordinating function of leadership controls
all the organizing, planning and staffing
activities of the company.
• Ensures all activities function together for
the good of the organization.
• Influencing people so that they will
contribute to organizational and group
goals.
Ver 1.0, Oct 2013 63
Management Skill
CONTROLLING
• Measuring and correcting individual and
organizational performance to ensure that
events confirm to plans.
• Controlling for ensuring all other functions of
the organization are in place and are operating
successfully.
• Involves establishing performance standards
and monitoring the output of employees to
ensure each employee’s performance meets
those standards.
• Controlling process often leads to the
identification of situations and problems.
Ver 1.0, Oct 2013 64
Management Skill
Management Skills
TOP CONCEPTUAL SKILLS

(IDEA)
MANAG
EMENT
MIDDLE
HUMAN SKILLS
MANAGEMENT
(Interpersonal)
TECHNICAL SKILLS
SUPERVISORY OR OPERATIONAL (Physical)
Ver 1.0, Oct 2013 65
Management Skill
Management Style
• Extract from “Swedish Club” MRM Course
Ver 1.0, Oct 2013 66
Management Skill
Management Style
• Tiger : Concern for performance
(Extreme)
• Penguin : Concerned for people (Extreme)
• Snail : Low concern for performance and
people
• Dolphin : High concern for performance and
people with good planning and short term
strategy
• Sheep : Medium concern
Ver 1.0, Oct 2013 67
Management Skill
Followership
• Leadership and followership are two sides of

the same coin!
• A bad leader is a bad follower.
• Without followers there can be no leaders.
• Being a good follower or teammate is much
more difficult than being a good leader,
because you must often fit your own
personal style of action to the leader’s as
well as to the situation.
• Good followers must adapt to both
situations and people.
Ver 1.0, Oct 2013 68
Management Skill
Followership Styles
1. Sheep
(passive and require external motivation from the leader)
2. Yes people
(committed to the leader and the goal/ task of the
organization/group/team)
3. Alienated
(negative and often attempt to stall or bring the group
down by constantly questioning the decisions and actions
of the leader)
4. Survivors
(uses whatever style best benefits a personal position)
 Effective Followers are essential to safe and efficient

operations. They will not be one of above four styles.
Ver 1.0, Oct 2013 69
Management Skill
Summary
• Leadership and Management styles
• Effective and Efficient Management
• Various management functions
• Leader Vs Manager
• Effective follower
Ver 1.0, Oct 2013 70
Management Skill
Leadership and Management
 Act as a manager as well as a leader

 To vary leadership and management styles
as necessary
 Ensure efficient followers are behind you
 Ensure efficient and effective management
to accomplish the goal
 You will complete your contract and career

successfully.
Ver 1.0, Oct 2013 71
Management Skill
Q&A
Ver 1.0, Oct 2013 72
Management Skill
BRM/AAA/4.0/Authority &
Ver 1.0, Oct 2013 73
Assertiveness including motivation

BRM 2.0 Leadership, Management 2015

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Bridge Resource Management

• Classify the various leadership styles and

• The ability to attain objectives by working,

• Process of directing the behaviour of others

• Getting things done/accomplished through

 Best used with highly skilled and/or highly

 Used with sufficient time due to

 On board operational meetings provide

• French phrase means "let it be" and refers

• When team members are highly skilled and

• Let them get on with running the ship, but

 Management “by the book” style

When to be used Disadvantage

• Inspires enthusiasm and generates energy

• People readily follow

• Risk … such a leader is overly attributed

• Bears heavy responsibility, as there is

• Need for long-term commitment

• On-board situation may suffer through such

• Concentrates on getting the job done, often

• The task is clearly defined and planned, the

• (Example: loading of a heavy lift)

• There may also be reluctance to inform the

• An onboard operation often requires people

• An effective leader will use both styles as

• Traditional style on board ship, where the

• Team members can do little to improve their

• May be given some control over rewards

• Not a true leadership style,

• Effectively inspire their teams with a shared

• While Shipboard Operations require more

• Transactional leaders (management level)

• Transformational leaders look after

• Often not formally recognized as leader

• When someone, at any level within an

• A servant leader usually becomes powerful

• He/She is sharply different from one who

• The leader-first and the servant-first are

• A servant-leader focuses primarily on the

• While traditional leadership generally

• The servant-leader shares power, puts the

Servant leadership can be

examples in shipping related environment

1. the act or manner of managing; handling, direction, or control.

2. skill in managing; executive ability: great management and

3. the person or persons controlling and directing the affairs of a

4. executives collectively, considered as a class (labor).

The word "management" means the act or

(In other words)

• The process of designing and

 Manager who carry out managerial functions

What is the different between the Leader and Manager?

• Managers usually • Leaders are

 A leader sets directions or visions for a

… Leadership and Management …

- is not the same thing!

- but they are -

- necessarily linked, and

1. Intelligence, including judgment and

Use of Authority by the Manager

Area of Freedom for Subordinates

• There's no “one particular right" way to lead

• To choose the most effective approach,

• Good leaders switch instinctively between