Leadership and management 2.3

Leadership styles

Autocratic

Democratic

Situational

Laissez-Faire

Paternalistic

Management v leadership

Manager is someone who as as a result of appointment to a role, legitimate power to do that role

Take decisions on their own with no discussion

They are in full control of the business, set objectives themselves...

Workers can become dependent on this type of leadership

Leader is someone who has the ability and desire to lead people due to characteristics rather than the formal position.

e.g. Military, church, firefighters, ambulances

Power is used to control and protect subordinates who are expected to be loyal and obedient.

Leadership will be adapted to the task or job that needs to be undertaken.

Can be very useful during emergencies or stressful situations requiring fast thinking / decision making.

Will engage in discussions with workers before deciding

Staff have every opportunity to respond or initiate a discussion. Communication is key

Let them do it. Allows workers to carry out their own tasks and take decisions themselves with broad limits.

Motivation can increase as they are being given responsibilities and more power - Herzberg

Effective in design teams or research but ineffective in military organisations or any field where workers would not be effective or productive if left alone - unsupervised.

Decisions are made with the best interest of workers at heart. Feedback is allowed however the final decision is taken by management - can lead to frustration if feedback is not listened to

Varying the style of leadership may be hard for some workers to accept or adapt.

If workers are willing and able to preform the task, then the style of leadership may be democratic. If not it may be more autocratic

Ethical leadership

They must act and make decisions ethically. They must also lead ethically - how people are treated everyday

Leading by knowing and doing what is right

Management

Some indicators:

  • Ability to ignore personal interests for the organisation
  • The encouragement of leadership in others
  • Making ethical issues and discussions of ethics part of the organisation's culture
  • Sharing leadership and excersising it to the benefit of the employees, business and society

Ethical leaders can be seen as more paternalistic or democratic

There are 5 aspects according to Henri Fayol

Planning

Co-ordinating:

Commanding

Controlling

Organising

All good managers think ahead. Senior management will establish overall strategic objectives - will be translated into objective for the inferior managerial staff

The coordination of activities of different departments within an organisation

This aspect of a manager's job involves giving instructions to employees and ensuring work performance is of a high standard.

Requires an understanding of the business' processes and policies and make changes to ensure objectives are met.

Requires the manager to use the available resources efficiently. These resources can be capital, human or natural.