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Understanding Leadership: Theories, Practices, and Organizational Impact

This exploration of leadership delves into various theories, including trait, style, and contingency models, assessing their conceptual approaches and practical utility in organizational settings. By examining the definition of leadership and the relationship between management and leadership, we highlight the importance of ongoing development for managers, the value of trust, and the necessity of flexibility over rigid procedures. Furthermore, we question the nature of leaders, the creation of followers, and the characteristics that define effective leadership, ensuring a comprehensive understanding of this vital process.

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Understanding Leadership: Theories, Practices, and Organizational Impact

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Presentation Transcript

  1. Leadership

  2. Learning Goals • Give an account of several theories of leadership • Be able to critically evaluate their conceptual approaches • Be able to critically evaluate their utility in the organisational settings

  3. Definition? Leadership is the process whereby one person influences others to work towards a goal. Yulk and VanFleet (1992)

  4. Organisations and leadership • We look at process not roles these days • Labels are not needed, roles are defined. • The terms manager and consultant are often abused, misunderstood or inflated • An important perspective for the real world

  5. What do managers do • Management is about trust and enablement • Attention to detail is important, but not task detail, the detail of how people are supported in doing their work • Managers must let people make mistakes • Management is a task, a process not a status symbol

  6. How can we develop managers • Like everyone else managers need development as an ongoing process. The key word is ongoing! • Task delineation , not task definition (i.e. goals not procedures) • Definition and procedural-isation is a strait jacket we all know only to well.

  7. Organisational development and leadership • Rule and procedures are the enemy. They can be used to restrain organisational change in the name of efficiency and organisation. • Managing organisation is an ongoing process that never finishes. • Over application of they can lead to problems here • Management is a task of strategy

  8. Management and leadership • Are leadership and management related • Is this a useful question to ask • Does it help us it help people who manage • And what about matrix management

  9. Leadership theory • What is leader? • What makes a good leader? • Energetic? • Skilled? • Can get a little up our collective selves

  10. Some questions • Do leaders create followers of vice versa? • Are leaders born or made? • Does the power o leadership corrupt both morals and organisational perceptions • Can we classify different types of leader • E.g. Charismatic, Traditional, Situational, Appointed and Functional • Churchill was all of these

  11. Approaches to leadership • Trait • Style • Contingency • Goals

  12. Some contingency leadership models • Fiedler’s Contingency Model • Hersey and Blanchard’s Situational Model • Vroom-Jago Leadership Model

  13. Critique • The ongoing problem of theory and its relevance to practice. • No prescription for action • Just a way of thinking about organisational issues, No ore no less. • Gets lost in its own importance and popular interest.

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