Leadership and Management

1. Leadership and Management Course Presentation Mokhles S. Ibrahim

2. What is Leadership? “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” , Northouse, 2007, 3).

3. What is Management? Management is a process of providing services to the community in an appropriate, efficient, equitable, and sustainable manner. This can only be achieved if key resources for service provision, including human resources, finances, and hardware are brought together at the point of service delivery and are carefully synchronized.

4. What is leadership and Management? • Is it about the leader and manager? • Is it about the team? • Is it about the context? • Is it about the achievement of a task or goal? • Is it about power? • Is it about influence? • Is it about ........?

5. Are leaders born or made?

6. Who are the leaders in Warren Bennisprespective ? Bennis's theory argues that "leader talent is something rare, leaders are made, not born, leaders are usually ordinary people - or seemingly ordinary – not fascinating people, leadership qualities are not the preserve of people in the top rankings of firms - they are important at all levels

7. Leadership and management • What is the difference? • Leadership – frequently seen as more to do with vision, strategy, innovation, challenging and changing • Management – frequently seen as more to do with planning, organising, controlling, maintaining and improving the situation • Lots of overlap – important to think about organisational needs and development – both needed at different time

8. Managers & Leaders Although the two are similar in in some respects, they may involve different types of outlook, skills, and behaviors. Good managers should strive to be good leaders and good leaders, need management skills to be effective.

9. Situational Leadership • Four basic leadership styles – “different strokes for different folks” • DIRECTING – the leader provides specific direction and closely monitors task accomplishment • COACHING – the leader continues to direct and closely monitor task accomplishment but also explains decisions, solicits suggestions and support progress

10. Situational Leadership cont’d 3. SUPPORTING – the leader facilitates and supports people’s efforts toward task accomplishment and shares responsibility for decision making with them 4. DELEGATING – the leader turns over the responsibility for decision-making and problem-solving to the people Blanchard et al, 2004

11. Follower Readiness • The style adopted by the leader should be driven by the development level of those they are leading • The development level is a combination of an individual’s competence and commitment

12. Action Centred Management and Leadership After Adair, (1998)

13. Balancing Task, Team and Individual • The task - e.g. making sure the right task if being done, getting the job done well and to time, ensuring that the appropriate resources are in place. • The team – e.g. making sure that the team works well together, has a balanced skill set, clear shared goals and good communication. • The individual – e.g. making sure that individuals are motivated and committed by addressing their individual needs and aspirations (Adair, 1998)

14. Transactional v Transformational Leadership • Is one better than the other?

15. Transactional • In transactional leadership, rewards and punishments are contingent upon the performance of the followers. The leader views the relationship between managers and subordinates as an exchange - you give me something for something in return. When subordinates perform well, they receive some type of reward. When they perform poorly, they will be punished in some way.

16. Transformational Transformational leadership is a process that changes and transforms individuals (Northouse, 2001). In other words, transformational leadership is the ability to get people to want to change, to improve, and to be led. It involves assessing associates’ motives, satisfying their needs, and valuing them (Northouse, 2001).

17. Policy & Directions • Vision of Purpose • Quality Focus • Strategic Thinking • Proactive

18. Recourses & Operations • Finance Management • Physical Development • Performance Management • ICT Management

19. Personal Effectivness • Self Awareness • Self Management • Social Awareness • Social Management

20. People & Relationship • Capacity Building • Communication • Relationship Building • Team Work

21. Change & Innovation • Problem Solving • Managing Change • Informed Design Making • Managing School Improvement • Creativity and Innovation

22. Instructional & Achievement • Achievement Orientation • Instructional Planning & Development • Knowledge Sharing • Curriculum Focus • Supervision

23. Conditions for good Management • Managers and team members need to be selected on merit. • Managers need to earn the respect of their staff, learners, and supervisors. • Manager need to have knowledge, skills, and understanding of the role tasks and purposes. • Basic support system

24. How to learn as manager? The ways to acquire necessary skills and competencies may include: • continuous education and learning • Structured an academic course • Observation and study tours • Monitoring and coaching relationships • Peer to peer learning

25. References • Adair, J. (1998), Effective Leadership, London: Pan • Bennis,W. and Nanus, B. (1985) cited in Middleshurst, R. (2008) Not Enough Science or Not Enough Learning? Exploring the Gaps between LeadershipTheory and Practice, Higher Education Quarterly, 62, 4, 322-329 • Blanchard, K, Zigarmi P. and Zigarmi, D. (2004) Leadership and the One Minute Manager, London: Harper Collins • Hersey, P. and Blanchard, K. (1988) Management and Organizational BehaviorEnglewood Cliffs, NJ: Prentice-Hall • Northouse, P. (2007), Leadership Theory and Practice, London: Sage

26. Thank you