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Leadership - Coggle Diagram

- - - - Influence effective by being in the right place at the right time*
    - - Bureaucratic type of leadership
    - - Influence stems from accepted social order
    - - Individual secures influence by doing what he does best
    - - Influence springs mainly from personality
- - - - Adaptability
      - enthusiasm
      - Self-confidence
    - - Co-operation
      - tact
      - Courtesy
      - Administrative ability
    - - Energy
      - Appearance
      - Drive
      - Height
- - - - Let's work together to solve this
    - - You go out and sort out the problem
    - - Do this
  - - - Managers assume people do not want to work, dislike responsibilities and cannot be trusted
        
        This results in a Authoritarian leadership style, This style involves tight controls with punishment/reward systems
    - - Managers assume people want to work, are motivated and seek self achievement
        
        This results in a Democratic leadership style
  - - - Democratic
        
        Most Productive & Most Satisfied
      - Laissez-Faire
        
        Next most Productive, Not satisfied
      - Authoritarian
        
        Least productive & Least satisfied
  - - - Task-centred leadership
        
        Leader's main concern is getting the job done
      - Group-centred Leadership
        
        Prime interest of the leader is maintaining the group
    - - (1;1) The impoverished
        
        e.g) The supervisor who abdicates responsibility and leave others to work as they see fit
      - (5;5) The middle road
        
        Happy medium
      - (1;9) The country-club
        
        Emphasises people. People are encouraged and supported
      - (9;9) The Team style
        
        May be idealistic, advocates a high degree of concern for production which generates wealth and for people who in turn generate production
      - (9;1) Task-orientated
        
        Staff are treated as a commodity, like machines
- - - - Individual Needs
        
        Goal setting
        
        Feedback
        
        Counselling
        
        Developing
        
        Motivating
      - Task Needs
        
        Information seeking
        
        Diagnosing
        
        Initiating
        
        Opinion seeking
        
        Evaluating
        
        Decision making
      - Group Needs
        
        Disciplining
        
        Encouraging
        
        Team Building
        
        Peace keeping
        
        Communicating
        
        Standard seeking
  - - - 2.) Task structure
      - 3.) Leader position power
      - 1.) Leader/member relations
      - The situation would be favourable to the leader if
        
        The tasks of the group are clearly defined
        
        The power of the leader to reward and punish within the organisation backing is high
        
        The leader is liked and trusted by the group
    - - Psychologically distant managers (PDM)
        
        Withdrawn and reserved in their interpersonal relationships
        
        Are primary task oriented
        
        Seek to keep distance from subordinates by formalising roles and relationships within the team
      - Psychologically close managers (PCM)
        
        Do not seek to formalise roles and relationships
        
        Prefer informal contacts to regular staff meetings
        
        Are primarily person oriented rather than task oriented
- - - - Exchange rewards for service, loyalty and obedience
      - Emphasis on incremental improvements through conformity with carefully established processes
    - - Emphasis on orienting subordinates towards radical changes/ changes
      - Less emphasis on control/systems
      - Seek to inspire and motivate
      - 5 skills to be effective Transformational Leaders
        
        Visioning skills
        
        Value congruency
        
        Anticipatory skills
        
        Empowerment skills
        
        Self Understanding
    - - Change team or organisational culture and create new direction
  - - - Traditional
        
        Single Individual who is responsible for a group of workers
      - Distributive
        
        Shared leading: Is a form of leadership which spreads the role of leading the team among a number of team members. With power no longer solely residing with appointed leader
        
        This can be encourage by the presence of three elements
        
        Social support the team provide each other
        
        Involvement in how team members decide how the team meets its objectives
        
        All team members clearly understand the team's main objective
        
        Benefits
        
        All team members develop leadership skills
        
        Can lead to efficiencies in management
        
        Positive impact on motivation of workers
  - - - Easy to lose progress of the work virtual teams make
      - The loss of daily contact that a leader may have with members in a conventional work environment
      - Loss of control over employee's action during working day
    - - Supervision
      - Communication
      - Workload
      - Recruitment
      - Technology
    - - Good at developing relationships built on trust
      - Good at delegating work
      - Strong communicator
      - Strong time management skills
      - Sensitive to individuals and cultural difference