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Leadership

FdA B&M Introduction to Management . Leadership. ‘Six Management Skills’ (CMgr). Leading People Managing Change Meeting Customer Needs Managing Information and Knowledge Managing Activities and Resources Managing Yourself. Learning Outcomes.

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Leadership

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  1. FdA B&M Introduction to Management Leadership

  2. ‘Six Management Skills’ (CMgr) • Leading People • Managing Change • Meeting Customer Needs • Managing Information and Knowledge • Managing Activities and Resources • Managing Yourself

  3. Learning Outcomes At the end of today’s session learners will be able to: • Discuss the dynamic nature of leadership • Describe selected leaders from history and today • Describe the various qualities needed in leaders • State the key leadership theories and the main themes of each

  4. What do you believe leadership is? Definition of Leadership

  5. Dictionary definitions include: • the activity of leading • the body of people who lead a group • the status of a leader • the ability to lead

  6. Dictionary definitions include: • the activity of leading • the body of people who lead a group • the status of a leader • the ability to lead Inspired?

  7. Leadership • Quite easy to explain – is it so easy to practice though? • Are good leaders followed chiefly because people trust and respect them, or for the skills they possess? • Is leadership is ‘different’ to management?

  8. What qualities do you expect leaders to possess?

  9. & management skills too! Leadership Qualities Include: • integrity • honesty • humility • courage • commitment • sincerity • passion • confidence • positivity • wisdom • determination • compassion and • sensitivity

  10. Who do you know? Leaders From History

  11. If so what are they? Are there any Leadership Theories?

  12. Leadership Theories

  13. Great Man Theory

  14. Leaders are born and not made • Great leaders will arise when there is a great need • based on the great leaders. • often from the aristocracy • few from lower classes had the opportunity to lead • leadership had something to do with breeding. • pointing to people such as Eisenhower and Churchill, (Jesus, Moses, Mohammed and the Buddah) • Gender issues were not on the table when the theory was proposed

  15. Trait Theory

  16. people are born with inherited qualities • some qualities are particularly suited to leadership • people who make good leaders have the right combination of characteristics • based on the psychological focus of the day • attention on studying successful leaders • if people could be found with these qualities then they, too, could also become great leaders

  17. Behavioural Theory

  18. leaders can be made, rather than are born • successful leadership is based in definable, learnable activities • does not seek inborn traits or capabilities • looks at what leaders actually do • success defined in terms of describable actions • relatively easy for other people to act in the same way • easier to teach and learn • assumes that leadership capability can be learned • opens the floodgates to leadership development • relatively easy to develop • simply assess both leadership success and actions • correlate statistically significant activities with success and failure

  19. Role Theory

  20. defines position based on social learning and reading. • expectations about the responsibilities people will have • subtly encourages others to act within position expectations • people will act within the functions they adopt • leaders are influenced by signals around expectations • leaders will generally conform to these • relies upon formal and informal information re leader's function • influenced by values, culture training, modelling • conflict can occur when people have differing expectations of their leaders • conflict can occur when leaders have different ideas about what they should be doing vs. the expectations that are put upon them • expectations vary from specific to broad ideas

  21. Participative Leadership

  22. involvement in decision-making improves the understanding of the issues • people committed to actions where they been have involved • people less competitive and more collaborative when they are working on joint goals • people making decisions together, have social commitment and commitment to the decision • several people deciding together make better decisions than one person • leader, seeks to involve other people in the process • influence others are given may vary on the manager's preferences and beliefs • level of participation depends on the type of decision being made • decisions on how to implement goals may be joint • also known as consultation, empowerment, joint decision-making, democratic leadership, Management By Objective (MBO) and power-sharing • can be a sham when managers ask for opinions and then ignore them

  23. Situational Leadership

  24. The best action of the leader depends on a range of circumstantial factors. • an effective leader does not just fall into a single preferred style • affected by factors within the particular situation • perception of the follower and the situation will affect what they do rather than the truth of the situation • The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behaviour • Leaders here work on such factors as external relationships, acquisition of resources, managing demands on the group and managing the structures and culture of the group

  25. A good leader develops “the competence and commitment of their people so they’re self-motivated rather than dependent on others for direction and guidance.” (Hersey 91) • According to Ken Blanchard, Four combinations of competence and commitment make up what we call development level. • D1 - Low competence and high commitment[8] • D2 - Low competence and low commitment • D3 - High competence and low/variable commitment • D4 - High competence and high commitment

  26. Contingency Theory

  27. leader's ability to lead is dependent upon situational factors • including the leader's preferred style, the capabilities and behaviours of followers • a class of behavioural theory • contends that there is no one best way of leading • a leadership style that is effective in some situations may not be successful in others • helps to explain how some leaders who seem for a while to have the 'Midas touch' suddenly appear to go off the boil and make very unsuccessful decisions • an assumption of no simple one right way • takes a broader view that includes factors about leader capability and other variables within the situation.

  28. Transactional Leadership

  29. people are motivated by reward and punishment • clear chain of command • all authority to the manager. • creates clear structures • is clear what is required of subordinates, • rewards for following orders. Discipline also usually in place. • allocates work to a subordinate, who are considered to be fully responsible, (whether or not they have the resources or capability to carry it out) • When things go wrong, then the subordinate is considered to be personally at fault • management by exception,. • takes a 'telling' style. • based in contingency, in that reward or punishment is contingent upon performance. • much research highlights limitations, • still a popular approach with many managers • reinforced by the supply-and-demand situation of much employment • when the demand for a skill outstrips the supply, this type often is insufficient

  30. Transformational Leadership

  31. people will follow a person who inspires them • A person with vision and passion can achieve great things. • The way to get things done is by injecting enthusiasm and energy • Working for this kind of Leader can be a wonderful and uplifting experience. • They put passion and energy into everything. They care about you and want you to succeed • starts with the development of a vision, that will excite and convert potential followers • creating trust, and personal integrity , seeking the way forward • accepts that there will be failures and blind canyons along the way • always visible and will stand up to be counted rather than hide behind their troops. • show by their attitudes and actions how everyone else should behave • make continued efforts to motivate and rally their followers • unswerving commitment • seeks to infect and reinfect their followers with a high level of commitment to the vision • use of ceremonies, rituals and other cultural symbolism • people-oriented - success comes first and last through deep and sustained commitment • the followers are the product of the transformation • passion and confidence can easily be mistaken for truth and reality • Paradoxically, the energy that gets people going can also cause them to give up • tend to see the big picture, but not the details

  32. Look at http://psychology.about.com/od/leadership/p/leadtheories.htm http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm

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