Please enable JavaScript.
Coggle requires JavaScript to display documents.
2.3 LEADERSHIP & MANAGEMENT (Leadership (leadership styles (autocratic…
2.3 LEADERSHIP & MANAGEMENT
Manager
responsible for setting objectives, organising resources and motivating staff so that the organisation's aim are met
functions
setting objectives and planning
organising resources to meet the objectives
directing and motivating staff
coordinating activities
controlling and measuring performance against targets
Mintzberg's management roles
interpersonal roles
dealing with and motivating staff at all levels of the organisation
Figurehead
Leader
Liaison
informational roles
acting as a source, receiver and transmitter of information
Monitor (receiver)
Disseminator
Spokesperson
decisional roles
taking decisions and allocating resources to meet the organisation's objectives
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Leadership
the art of motivating a group of people towards achieving a common objectives
Roles
management
directing and monitoring others
problem-solvers
official position of responsibility in the organisation
skilled and qualified to perform role
believe in doing things right
listen to by others because of status-not necessarily because of personality
accepts and confirms to the 'norms' of the organisation
leadership
motivating and inspiring others
innovators who encourage others to accept change
stems from personal qualities or traits
natural abilities and instincts
believes in doing the right things
respected and trusted by followers- they want to follow because of leader's personality
creates and develops a culture of change
leadership styles
autocratic leadership
a style of leadership that keeps all decision-making at the centre of the organisation
paternalistic leadership
a type of fatherly style typically used by dominant males where their power is used to control and protect subordinate employees who are expected to be loyal and obedient
democratic leadership
a leadership style that promotes the active participation of the workers in taking decisions
laissez-faire leadership
a leadership styles leaves much of the business decision-making to the workforce- a hand-off approach and the reverse off the autocratic style
situational leadership
effective leadership varies with the task in hand and situational leaders adapt their leadership style to each situation
Effectiveness of leadership style
the training and experience of the workforce and the degree of responsibility that they are prepared to take on
the amount of time available for consultation and participation
the management culture and business background of the managers
personality of managers
the importance of the issue- leadership skilled will vary depend on the situation
CONSIDERATIONS
Ethical consideration and leadership style
Ethical leadership
leading by knowing and doing what is right
characteristics
the ability to ignore personal interests for the sake of the organisations, the needs of the employees and the greater good for the company
a willingness to encourage and consider seriously feedback, opinions different from the manager's own and challenges to the manager's ideas and proposed decisions
the encouragement of leadership in others
making the consideration and discussion of ethics and ethical questions and issues part of the culture of the organisation
understanding the importance of the leadership and sharing it as much as possible and exercising it carefully to the benefit of employees, the business and society
components
made decision ethically
lead ethically
Cultural consideration and leadership
leaders in different countries are admired for different qualities and styles
leadership traits result partly from culture norms and partly from the needs of the leadership task
collectivists
expected to act to help the community-or the whole business organisation in the case of the business leaders
employees expect leader to focus on tasks but also show concern towards people
to be less autocratic and more sensitive to employees' needs
sacrificed individual's needs fort hose of the whole group
individualists
strong, self-motivated managers who act to maximise their personal gains
leaders tend to distance themselves from their employees
adopt to more bureaucratic and autocratic style of leadership
maintained professional relationship among employees
tend no to nurture employees nor accept mistakes