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2.3: Leadership and Management (What Makes a Good Leader (leaders are…
2.3: Leadership and Management
Functions of Management
manager
: person responsible of setting objectives, organizing resources & motivating staff
Setting objectives & planning
establish general strategic objectives :arrow_right: translate to tactical objectives
preplan & prepare necesarry resources
Organizing resources to meet the objectives
:forbidden: NOT only give instructions
ensure structure to allow division of tasks
each section organized to achieve objectives
Directing & motivating staff
guiding, leading & overseeing employees
motivate staff to develop abilities at work
Coordinating activities
business size increases :arrow_right: need of coordination between parts increase
weld together all divisions' objectives to achieve sense of purpose
Controlling & measuring performance against targets
management by objectives allows to establish targets for all groups
appraise performance against targets
take action if underperformance occurs
Mintzberg's Management Roles
managers undertake many roles
:keycap_ten: common roles
:three: main groups
Interpersonal roles
deal with & motivate staff at all levels
Figurehead
: symbolic leader
Leader
: motivate subordinates/
select & train staff
Liaison
: link with managers & leader of other divisions
Informational roles
Monitor
(receiver): collect relevant data to operations
Disseminator
: send collected info. from ext. & int. sources to relevant people
Spokesperson
: communicate info. to ext. groups
act as source, receiver & transmitter of info.
Decisional roles
Entrepreneur
: looks for new opportunities to develop business
Disturbance handler
: respond to changing situations of risk/ take responsibility when threatening factors develop
Resource allocator
: decide allocation of financial, human & other resources
Negotiator
: represent organizarion in all important negotiations
take decision & allocating resources to meet objectives
Differences Between Management & Leadership
leadership
: act of motivating a group of people towards common objective
Leadership
Motivate & inspire others
Innovators who encourage others to accept change
Cares for personal traits & qualities
Natural abilities & instincts
Believes in the right thing
Respected & trusted by followers
Creates & develops a culture of change
Management
Direct & monior others
Problem-solvers
Official position of responsibility in organization
Skilled & qualified to perform role
Believes in doing things right
Listened by others because of status
Accepts the norms
What Makes a Good Leader
leaders are naturally different from others
desire to succeed & natural self-confidence that they will
ability to think beyond the obvious
creative
:arrow_up: encourage others to do the same
multitalented
understand wide range of issues
incisive mind; identify heart of issue rather then unnecessary details
Leadership Styles
:five: styles
Autocratic Leaders
keeps al decision-making at the center of organization
take decisions on their own
set objectives themselves
issue instructions to workers & ensure they are caried out
workers are dependant & won´t show iniciative
low motivation of staff
one-way communication (NO :forbidden: feedback)
orders issued quickly (ex. police)
in case of crisis
Paternalistic Leaders
pay more attention to social aspects of employees
fatherly style used by dominant males where power is used to control & protect employees
concerned with keeping them happy & motivated
decisions with workers interests at heart
feedback & morale imporvement
final decisions taken by management
higher loyalty & motivation
no true participation :arrow_right: sense of frustration
Democratic Leaders
may lead to better final decisions
promotes the active participation of workers in decisions
engage in discution with workers before taking decision
two-way communication
workers ofer valuable work experience
rapid change leads to need to cunsult workers
more acceptable to change when everyone has been involved
Laissez-Faire Leadership
little input from management
most of decisions left to workforce, "hands-off" approach
reverse of autocratic style
translates to "let them do it"
effective in research or design teams
experts in the field work better when not tightly supervised
may lead to lack of confidence, poor decisions & poor motivation
may be hard to know if what they are doing is right
Situational Leaders
varies with the task, leaders adapt style to each situation
adapt to task or job
adapt to skills & experience of group
Effectiveness of Leadership Styles
depends on
training & experience of workforce
degree of responsibility employees are prepared to take on
amount of time available for participation
management culture & business background
personality of managers
confidence
strenght of character
importance of the issue
Ethical Consideration & Leadership Styles
ethical leadership
: leading by knowing & doing what's right
:two: components
ethical leaders must act ethically
etichal leaders must lead ethically
the ways they treat people
their attitudes to people & situations
the ways they motivate
the direction in which they lead
indicators of ethical leadership
ability to ignore personal interests
willingness to encourage & consider feedback & opinions
encouragement of leadership in others
make ethical issues discussion part of the business culture
understand importance of their role & exercisit carefully
Cultural Considerations & Leadership
leaders in diferent countries are admired for diferent qualitites
leadership traits result from cultural norms & needs of task
individualists
: strong, self-motivated managers; max. personal gain
collectivists
: act to help community
Cecilia Martínez, A01197738