Outcome Objectives

Learn and evaluate theories and styles of leadership Effectively communicate visions, goals and values to colleagues and promote understanding of how delegated objectives support these Promote confidence, empower, enthuse and motivate colleagues to engage with change and develop their own ways to achieve objectives

Understand the concept, evaluate the styles and impact of leadership

Leadership is the process of influencing others to work willingly towards goals, to the best of their capabilities, perhaps in a manner different to that which they would otherwise have chosen.

The nature and behaviour of leaders; The nature and behaviour of those who are led; The structure of the organisation in which the leading takes place.

Management
Yukl Management is defined by a prescribed role and position in the structure of the organisation

Leadership
Yukl Leaders are given their roles by the perception of others, through election, choice or influence

Zaieznik Managers are concerned with order and maintaining status quo, exercising their skills in diplomacy and focusing on decision making processes within the organisation

Zaieznik Leaders in contrast direct their energies towards introducing new approaches and ideas, they create excitement and vision in order to arouse motivation, and focus on the meanings of events and actions for people

Management
Katz and Kahn Management aims to secure compliance with stated organisational Objectives

Leadership
Katz and Kahn Leadership aims to secure willingness, enthusiasm and commitment

John Kotter Management involves planning & budgeting, organising & staffing and controlling & problem-solving

John Kotter Leadership focuses on creating a sense of direction, communicating the vision and energising, inspiring & motivating people

Leaders energise and support change

Seek out new information and ideas Allow challenges to exciting procedures and ways of thinking Invite innovation and creativity in finding better ways to achieve goals Support and empower people to cope with the turbulence Mobilising ideas, experience and motivation of employees, which contributes to innovation and improved quality and customer service Helping members of teams and organisations to understand their purpose, goals and value to the organisation

Leaders secure commitment

Leaders set directions

Leaders support, challenge and develop people

Using influence based facilitate empower style to maximise individuals contribution to the organisation

Trait- based on analysing the personality characteristics or

preferences of the successful leader
Physical traits, such as drive, energy & appearance Personality traits, such as adaptability, enthusiasm & self confidence Social traits, such as co-operation, tact, courtesy & administrative ability

Activity- based on analysing what designated leaders actually do,

and how they do it
Leadership process in the context made up of 3 interrelated variables- task needs, individual needs of the group members and the needs of the group as a whole The total situation dictates the relative priority that must be given to each of the 3 sets of needs Effective leadership is identifying and acting on that priority

Contingency- based on the belief that there is no

set one best way of leading; ability of a manager to lead and to influence his work group will vary according to:

The leaders personality, character and preferred style of operating The subordinates: their individual and collective personalities and their preferred style of leadership The task: if the tasks of a work group are simple or complicated and varied The context: The position of power held by the leader and organisational norms and structure

Style based- on the view that leadership is

an interpersonal process whereby different leaders behaviour influence people in different ways
Wholly task focused Vs People focused Dictatorial style- forces subordinates to work by
threatening punishment and penalties Autocratic style- decision making is centralised yet offering consideration and respect to workforce

Democratic style- decision making is decentralised and

Laisser-faire styleshared by subordinates in participative group action
subordinates are given little or no directions at all and are allowed to establish their own objectives and make all their own decisions

Power- the ability to get things done

Influence- change in behaviour of a person due to anticipation of the response of others

Emulation: behavioural patterns responsible for the success of certain individuals influence others to behave in similar fashion hoping will lead to same results (models) Suggestion: attempt to influence behaviour by presenting ideas or advocating a particular course of action Persuasion: involves advising and encouraging in order to get a desired response Coercion: Use of forcible control to influence behaviour

Authority- Power over others

Traditional: by virtue of tradition & custom, position in life and status Charismatic: by virtue of personality and abilities Rational/ Legal: by virtue of role and responsibility in an organisation for the time being

Control- Ability to direct and organise the efforts of

workforce Simple control: refers to straightforward direct supervision

Technical control: refers to control that is imposed by the technology used in any technology driven environment
Bureaucratic control: refers to control by means of formal rules and regulations McGregors Theory X (people hate to work so should be directed and strictly controlled) and Theory Y (people do not hate work but it is a natural function hence use of motivation should be practised to lead them to achieve their own goals and ultimately the organisations goals)

Delegation-

of authority is when a supervisor gives to a subordinate part of his/her own authority to make decisions Reasons of delegation:

Physical and mental limitations Concentrate of strategic tasks Increasing size and complexity

Process of delegation:

Specify the expected performance Formally assign tasks Allocate resources and authority Maintain contact Monitor performance and feedback Co-ordinating efforts of different assistants

Problems of delegation:
Low confidence and trust Accountability for the mistakes of subordinates Desire to stay in touch Feeling threatened Poor control and communication systems Organisational culture Lack of understanding

Overcome reluctance to delegate:

Train the subordinates Open communication Ensure that a system of control is established

Effective managers (Rensis Likerts research)

Expect high levels of performance Are employee centred Do not practise close supervision Operate the participative style of management as a natural style

Style and effectiveness

leadership styles & components of an organisations culture (Daniel Golemans research)

Cultural components: flexibility, responsibility, standards, rewards, clarity and commitment

Organisational climate and culture

Coercive- Do what I tell you (most negative impact on culture and should only
be used in crisis and with caution)

Pacesetting- Do as I do, now

(only to be used in highly competitive environments but generally has a negative impact on culture especially on reward and commitment)

Coaching- try this (positive impact on culture since encourages workforce

to perform better when the leader is focused on developing people for the future) Democratic- What do you think? (this style builds trust, respect and commitment and has positive effects) Affiliative- People come first (best for motivating employees, building team harmony, improving communication and increasing morale- best practice) Authoritative- Come with me (describes a visionary leader who gives people chance to be innovative, works best when change is required)

Leadership and vision- Inspires people Empowerment- making workers responsible for
achieving, and even setting work targets, with the freedom to make decisions about how they are to be achieved
Delayering Flexibility New technology

Motivating and empowering employees

Information Expertise Personality Moral power

Leadership and change

Planned change Unplanned change