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1.Introduction
2.Theories of Management
4. Leadership Theories
5. Leadership Styles
1. 1 Introduction
1.1 Leadership 1.2 Managers 1.3 Supervision
1.1 Leadership 11
A leader is someone who exercises influence over someone other people Leadership is an interpersonal influence directed toward the achievement of a goal or goals Interpersonal - between people Influence the power to affect others Goal something that we need/want to achieve
1.2 1 2 Managers
All managers aim is to get things done delegating managers done, to other people rather than doing everything themselves Management is the effective use and coordination of resources such as capital, plant, materials and labor to achieve defined objectives with maximum efficiency
1.2 1 2 Managers
Management can be considered as: g Function the responsibility for directing and running an org. Process it incorporates activities by which internal and external resources are combined to achieve the objectives of the org.. (people, money, machines, materials)
1.2 1 2 Managers
Management can be considered as: Discipline a substantial body of knowledge on mgt and its functions which enables managerial competence to be achieved in a short time. Mgt is considered both a science and an art time art. P f Profession i a type of higher grade non-manual occupation with both subjectively and objectively recognized occupational status; possessing a well-defined area of study or concern and providing a definite service after advanced training and education
1.2 1 2 Managers
Leader = Manager ? g
A leader can be a manager A manager is not necessarily a leader If a manager is able to influence people without using formal authority to do so, then the manager is demonstrating leadership
1.2 1 2 Managers
Manager Leader
Administers
Innovates
Relies on control
Inspires trust
1.3 1 3 Supervision
The supervisor is part of the mgt team The supervisor is a person given authority for planning and controlling th work of th i group, b t all th can d t lli the k f their but ll they delegate to the group is the work itself A supervisor is a type of manager whose main role is to ensure that specified tasks are performed correctly and efficiently by a defined group of people Supervisors will also be doing operations work and giving advice to others to help solve problems. If the more senior manager is absent, the supervisor will take over the role.
1.3 Supervision
Supervisors roles:
The interface between the management and the workforce Front line resolving problems first hand and often having to resolve problems quickly Often need to have direct knowledge of employment legislation Often have responsibility for negotiation and industrial relations within the department Management tasks and operational work to perform Day-to-day detailed internal information (manager medium-term internal and external information)
2. Theories of management 2
2.1 Classical Theories 2.2 2 2 Human Relations School 2.3 2 3 Modern Approaches
2.2 The Human Relations School 22 Negative view: N ti i The approach possibly overestimates the th commitment, motivation and desire it t ti ti dd i to participate in decision making of many employees.
P.57 P 57 - 58
3. Authority, Responsibility and Power Concepts Authority is the right to give orders and the power to exact obedience (Fayol) Authority is the right to do something or ask someone else to do it and expect it to be done Authority is thus another word for legitimate power
P.62 P 62
Having authority w/o responsibility may exercise their authority in an irresponsible way
P.64
4. 4 Leadership theories
4.1 Trait theories (qualities approach) 4.2 The ti 4 2 Th action-centered approach (Ad i ) t d h (Adair) 4.3 The contingency approach (Fiedler) 4.4 Transformational leadership (Bennis) 4.5 Managing change (Kotter) 4.6 4 6 Leadership to mobilize (Heifetz)
4. 4 Leadership theories
4.1 Trait theories (qualities approach) 4.2 The ti 4 2 Th action-centered approach (Ad i ) t d h (Adair) 4.3 The contingency approach (Fiedler) 4.4 Transformational leadership (Bennis) 4.5 Managing change (Kotter) 4.6 4 6 Leadership to mobilize (Heifetz)
4.1 4 1 Trait theories (qualities approach) ( qualities approach ) Assumption: leaders were born and not made Leadership qualities:
- physical traits: drive, energy, appearance - personality traits: adaptability, enthusiasm, confidence - social traits: co-operation, tact, courtesy - other traits: ambition, fairness, integrity, initiative, etc..
Fiedler: studied the relationship between leadership style and effectiveness of the work group. k Fiedlers 2 styles of leader: - Psychologically Distant Managers (PDMs) - Psychologically Close Managers (PCMs)
Maintain distance from their subordinates by formalizing roles and relationships within the team Are withdrawn and reserved in their interpersonal relationships Prefer formal communication and consultation methods rather than seek informal opinion Judge subordinates on the basis of performance and are primarily task-oriented Fiedler found that leaders of the most effective work groups actually tend to be PDMs
4.3 The contingency approach(Fiedler) ---- Psychologically Close Managers (PCMs) - Do not seek to formalize roles and relationships - Prefer informal contacts to regular formal staff meetings - They are more concerned to maintain good human relationships at work to ensure that tasks are carried out efficiently - Fiedler concluded that a structured style works best when the situation is either very favorable or very unfavorable to the leader - A supportive style works best when the situation is moderately f d t l favorable t th l d bl to the leader - Group performance would be contingent upon the appropriate matching of leadership styles and the degree of favorableness of the group situation for the leader
4.3 The contingency approach(Fiedler) The leadership is made up of 3 key variables: p p y The relationship between the leader and the group (trust, respect , etc.) The extent to which the task is defined and structured The power of the leader in relation to the group
4.4 Transformational leadership (Bennis) The leadership is made up of 3 key variables: Transactional leaders
see the relationship with their followers in terms of trade: they give followers the rewards they want in exchange for service, loyalty and compliance
Transformational leaders
see their role as inspiring and motivating others to work at levels beyond mere compliance. Only transformational p g g leadership is said to be able to change team/orgl cultures and create a new direction
Benniss 5 B i avenues of change: f h Dissent and conflict Trust and truth Cliques and cabals External events E t l t Culture or paradigm shift
Kotters K tt 5 approaches t d l with resistance h to deal ith i t (P.68-69 for details) Participation and involvement Education and communication Facilitation d F ilit ti and support t Manipulation and cooperation Negotiation and agreement
P.69
5. Leadership styles 5
5.1 Blake and Mouton 5.2 Ashridge
5.2 5 2 Ashridge
Ashiridge Mgt distinguished 4 different management styles:
Tells (autocratic) the manager makes all the decisions and issues instructions which must be obeyed w/o question Sells (persuasive) the manager still makes all the decisions but believes that team members must be motivated to accept them in order to carry them out properly Consults (participative) the manager confers with the team and takes their views into account although still retains the final say Joints (democratic) the leader and the team members make the decision together on the basis of consensus
5.2 5 2 Ashridge
Management /Leadership Styles Tells (autocratic) Sells (persuasive) Advantages quick decisions the most efficient type for highlyprogrammed work team members understand the reason for decisions team members may be more committed team members may be able to function slightly better in the absence of instruction Disadvantages communications are one-way doesnt encourage initiative or commitment from subordinates communications are largely one-way team members are not necessarily motivated to accept the decision it still doesnt encourage initiative or commitment
Consults (participative)
involves team members in decisions consensus may be reached the quality of the decision may benefit from the input of those who do the work encourages upward co e cou ages up a d communication u cat o can provide high motivation and commitment empowers a team member to take the initiative shares other advantages of the consult style
may take longer to reach decisions team member input may not enhance the quality of the decision consultation can be a faade for a basic sells sty e se s style may undermine the authority of the manager may further lengthen the decision-making decision making process may reduce the quality of the decision because of the politics of decision making
Joints (democratic)
Chapter Summary
P. P 74
Exercises
Text Book (P. 599-600): Ch.4 Exam Kit (P.6-9): Ch.4 (P.6 9):