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leading and managing people(leadership) (leadership (leadership and…
leading and managing people(leadership)
leadership
definition: leadership is the activity of influencing people to strive willingly for group objectives./leadership is interpersonal influence exercised in a situation and directed, through the communication process, toward the attainment of a specialized goal or goals
leadership and management
leadership can only be exercised over people
management is about coping with complexity:can be exercised over resources activities and other non-personal things
key leadership skills: entrepreneurship/interpersonal skills/ decision-making and problem-solving skills/ time-management and personal organisation/self development skills
leadership styles
trait/quality theory: leaders are born, not made
the qualities of a good leader consist of: judgement, initiative, integrity, foresight, human relation skills. fairness, energy
the criticisms on the theory: certain qualities in the theory have never been substantiated/the qualities listed have been vast, varied and contradictory/ not every body with leadership "traits" turns out to be a good leader
style theory
the Ashridge management college model
sells(persuasive): the leader makes decisions but motivate subordinates to accept decisions
consults: the leader takes the subordinates' views into consideration when making decisions but retains the final say
tells(automatic): the leader makes all of the decisions and orders have to be obeyed without question
joins(democratic): the leader and followers make the decision on the basis of consensus
Blake and Mouton's managerial Grid
1.1 impoverished/1.9 country club/9.1 task management/9.9 team/5.5 middle of the road,dampened pendulum
the limitations of the theory: people sometimes are not free to move to "team"/over-simplification/resulting in inconsistency in operation
limitations of style approaches: the manager's personality may not be flexible enough to utilize different styles effectively/the demands of task, technology, culture and other managers constrain the leader in the range of styles effectively open to him/consistency is important to subordinates
contingency theory
two types: psychologically distant manager or psychologically close managers
F E Fiedler
the favourableness of the situation depends on: the relationship between the leader and the group/ the extent to which the task is defined and structured/the power of the leader in relation to the group
the conclusions: PDMs perform well when the situation is either very favourable or very unfavourable to the leader/ PCMs perform well when the situation is moderately favourable to the leader
John-Adair: action-centred leadership(total situation: task needs/group needs/individual needs
Bennis
manager: administers and maintains/focusing on systems and controls/ short term view/does things right
innovates/focusing on people and inspiring trust/long term view/does the tight thing
Heifetz: dispersed leadership,,the approach recognizes the importance of social relations, the need for a leader to be accepted and the fact that no one will be an ideal leader in every circumstance/ a leader's individual qualities are less important than the leadership process, the relationships created and sustained within it
appraisals of contingency theory: the theory makes people aware of the factors affecting the choice of leadership style however: a key variables such as task structure, power and relationships are difficult to measure/ b the theory does not take into consideration the need for the leader to have technical competence relevant to the task