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Leading and Leadership, Power, image, image, image, image, image, image,…
Leading and Leadership
Core management functions
Leading
Planning
Organising
Control
Leadership theories
Trait theory (great man theory)
Characteristics
Intelligence👨🎓
Task knowledge
self-confidence
Determination
Integrity
Diligence
Honesty😇
Sociability
Behavioural theories
Theories X and Y (developed by Douglas McGregor)
Theory X leaders
Thinks that employees
Is lazy
Lacks ambition
do not like change
Wants to be given instructions
The leader
Autocratic management approach
Lack of trust in individuals
More task oriented
Theory Y leaders
Thinks that employees
Shape themselves and their environments actively
Wants to be challenged
Accept responsibility
The leader
Participative management approach
More relationship oriented
Ohio state university and university of Michigan model
Initiating structure leaders
Task behaviour
Planning
Organising work
Defining roles and responsibilities
Consideration leaders
Relationship behaviour
Respect
Trust
Support
Concern for subordinates
Blake and Mounton's managerial grid
Country club manager
Relationship oriented
High concern for people
Low concern for productivity
Use reward power
Not a ideal leader
Authoritarian manager
Task oriented
High concern for production
Low concern for people
Seen as controlling
Demanding
Middle-of-the-road manager
Compromisers managers
Wants to keep a balance between productivity and feelings
Team manager
Best leadership style
Leads by positive example
Is open-minded
Make priorities clear
Impoverished manager
Low concern for people and productivity
Uninvolved and withdrawn
Wants to protect himself
Contingency theories
Fiedler's contingency approach
Can be divided into three variables
Leader-member relations
The leaders relationship with group
Task structure
The degree of structure in the tasks that the group has been asked to perform
Positional power
The extent to which a leader has legitimate, coercive and reward power
Hersey and Blanchard
Types of leadership behaviour
Telling☝
Low support, high productivity
Selling💲
High supportive, High productivity
Participating
High supportive, low productivity
Delegating
Low supportive low productivity
The Vroom-Jetten-Jago leader-participation model
Leadership styles
Autocratic leader 1
Make decisions alone
Autocratic leader 2
Listen to others and then make a decision alone
Consultative leader 1
The leader share the problem with them individually and then listen to the answers before making a decisions alone
Consultative leader 2
The leader share the problem with them as a group and then listen to the answers before making a decisions alone
Group-base leader
The leader and the group make a decision together
Leadership development
Learning on the job
Threw rotating people on the job can lead to
Problem solving
Working effectively in teams
Facilitating change
Personal leadership
Building strategies for personal growth
Multifunctional business knowledge
Formal assessment and training
Employees go to a training program and receive a formal qualification
Coaching and mentoring
Role of mentor
Advisor
Counsellor
Encourager
Subject matter expert
Motivator
Role model
Role of mentee
Self-knower
Owner
Portfolio builder
Action taker
Evaluator
Aspects of leadership
Authority
Position in business
Managers right to give instructions and to discipline
Showing workers the right way
Power
Coercive power
Influence people through fear
Threats or punishment
Not a model for ideal leadership
Interested in their own goals
Reward power
Managers right to give or grant rewards like
Recognition
Praise
Bonuses
Salary increases
Legitimate power
The power that your job position gave you in the organisation
Referent power
a Leader that is liked and respected
This leader is typically a role model
Expert power
Leaders respect and subordinates is gain buy
Knowledge
Expertise
Skills
Influence
To achieve goals through
What motivate there subordinates
a Conductive to productivity workplace
Seeing the positive in each situation
Delegation
Disadvantages
May take longer to get the work done
Managers are often overworked
Managers get overwhelmed and don't make the right decisions
Advantages
Creating more time for managers
Make use of the employees strengths
Giving tasks to employees make them more productive
Responsibility and accountability
Managers are responsible for the end product
Leaders are reliable for there actions
What does successful leaders do
Inspires followers
Increase morale
Encourages effective communication in the workplace
Power
Position
Coercive reward legitimate
Personal
Referent expert
