Download COMMUNICATION - AIS-IB

Thought for the day:
‘Do, or do not. There is no
‘try’.’
Jedi Master Yoda
Leadership & Management
Chapter 13
Target
Learning Objective

Identify the different leadership
styles.
Who?
Keywords
All
HL: Explain the key functions of
management applying the theories of
writers such as Fayol, Handy and
Drucker.

HL: Discuss whether successful
leadership is the result of natural skills
and abilities, or is a consequence of the
circumstances faced.
MOST
Apply the theories of writers such as
Likert, Fiedler, Blake and Mouton, and
Tannenbaum and Schmidt.

Evaluate the effectiveness of various
styles of leadership and their
implications for organizations.
SOME
Autocratic
Contingence theory
Democratic
Fayol’s theory
Leadership
Management
MBO
Management style
Paternalistic
Situational leadership
Leadership
• A person who influences and inspires
• Gets things done.
‘Leadership is the process of influencing and
inspiring others to achieve a goal, from
completing a task to achieving corporate
objectives.’
• Focus on broader goals or visions
Management
• About problem solving – based on
reasoning (not emotion)
‘the art of getting things done through
people’
• - planning, organising, co-ordinating
human and capital resources
• … to achieve objectives.
Nature of Leadership
• Influencing others to achieve a vision or
target.
• In business it is inspiring employees to be
motivated to achieve aims and objectives
of their organisation.
Nature of Leadership
• An official leader (formal leader) is
established in the organisation – has
authority to give orders.
• An informal leader – has natural flair or
charisma in influencing (has the ‘power’ to
influence but not authority)
Characteristics of successful
managers
• Management of attention – clear vision or dream
• Management of meaning – managers and
leaders need to be able to communicate this
vision/ dream to others in the organisation and
beyond.
• Management of Trust – be consistent,
dependable, honest (to gain trust)
• Management of Self – managers and leaders
need to be self reflective of their strengths and
weakness (accept criticism and deal with their
weaknesses)
Explain the different leadership
styles
Autocratic
Democratic
Situational
leadership
(contingency
management)
Leadership
styles
Laissez-faire
Pg 130 – 131 text
As a group – create a mind map
Autocratic
Democratic
Situational
leadership
(contingency
management)
Leadership
styles
Laissez-faire
Add to the mind map…
• Evaluate the effectiveness of various
styles of leadership and their
implications for organizations
The next section will be when we do Higher
Level
EXAM TIP: HL
Theorists:
• You need to be familiar with the name,
nature of the work and its application in a
business setting.
•
Likert, Fiedler, Blake and Mouton, Tannenbaum & Schmidt. Fayol, Handy
and Drucker.
Higher Level
TRAIT THEORISTS
A01: Knowledge
AO2: Application
We will come back to this:
• Produce a PowerPoint of a trait theorist
(key points) and a A4 handout for peers
• In a table - name, nature ,application
Blake and Mouton
• Managerial Grid Model (Robert
Blake and Jane Mouton 1964)
• It shows five different leadership
styles.
• The grid shows range of
management styles based on
concerns for people (y axis) and
concern for completing the task
(x axis)
• Range from 1 (low) – 9 (high)
• Leaders tend to switch between
styles
Impoverished Management (1,1)
• Laissez-faire
approach
• Little concern for
people or the task
• Managers use this
style to avoid being
held responsible for
mistakes
Country Club Management (1,9)
• Focus on people’s
concerns/feelings
• Low concern for
completing the task
• Managers who want a
safe, comfortable working
environment – to increase
overall performance
Authority Obedience Management (9,1)
• Opposite to country
club
• Concern for task, low
concern for people
• Autocratic style
• When a company is in
a crisis
Team Management Style (9,9)
• High concern for both
people and task
• Involve employees in
decision making
(democratic)
• Higher morale/motivation
• Ideal management style
• Inspiring/provides
support/encouraging/high
goals/integrity and
fairness
Middle of the Road (5,5)
• Balance goals of a
business and needs of
workers
• Managers make
compromises to achieve
acceptable performance
• Makes it unable to get
best of workers
• Least effective
management style
Blake and Mouton (How to Apply)
• Identify your leadership style
• Identify areas of improvement and
develop your leadership skills – what is
effectiveness of current leadership,
monitor productivity of chosen style
• Put grid into context –which style is
appropriate
Tannenbaum and Schmidt
• Robert Tannenbaum and Warren Schmidt (1973)
• Idea of leadership continuum
• Considers leaders personality, qualities of subordinates
and situational factors
Tannenbaum and Schmidt
• One side shows leaders have all authority and
subordinates have no freedom in decision
making
Tannenbaum and Schmidt
• The other side shows some managers allow
workers all responsibility for decision making
Tannenbaum and Schmidt
• TELLS – autocratic leaders, no consultation of
decision with workers
• SELLS – use persuasion to win support from
workers (decision already made)
• CONSULTS – asking subordinates for opinion
before making final decision
• PARTICIPATES – involves employees in
decision making, there must be trust and
delegation for this (democratic/laissez-faire
manager)
Linkert
Rensis Linkert identified four styles of
management and leadership:
• Exploitative autocratic. Authoritative leaders don’t
have trust or confidence in subordinates. Orders &
decision imposed by senior management. Use of
threats and punishments for motivation.
• Benevolent autocratic. Managers have some
compassion and trust in subordinates so sometimes
seek ideas and opinions. Rewards preferred to
threats. Paternalistic.
Linkert
• Participative. Great confidence and trust in the
workforce. Managers seek ideas, views and opinions
from staff frequently. Moderate amount of team
work.
• Democratic. Have absolute confidence and trust in
subordinates. Actively asked for suggestions and
opinions which are frequently acted upon. Employees
feel responsible for the achievement of
organisational objectives and there is a lot of
teamwork. Rewards based on goals which have been
set in participation.
Fiedler
Fred Edward Fiedler’s contingency theory.
• Situational; there is no best way of
leading.
• Implies almost anyone can be a leader.
• Ignores experience and training
• Three principles that determine most
effective leadership style.
Fiedler
• Relationships – trust, friendship
• Situation – task, task difficulty, subject to change?
• Authority – Power
Model shows eight possibilities:
Charles Handy
Who is he?
• Handy is renowned for being one of Britain’s greatest
management gurus, having been credited in 2001 as the
second most influential management thinker. A graduate
from Oxford University, Handy argued that trying to
define a manager is less meaningful than examining
what a manager actually does.
Handy’s theory
• Handy suggested that there are a number
of common characteristics present in most
effective managers and leaders:
intelligence, initiative, self-assurance.
Key roles of management
•
•
•
Managers as general practitioners: handy compared the art of management
with a person’s health. He compared personal health problems with the
well-being of a firm, such as the level of staff turnover, productivity and
customer satisfaction. If there are health problems in the business, then
managers must deal with these.
Managers as confronters of dilemmas: handy suggested that managers are
relatively well paid because they have to deal with a constant flow of
dilemmas. For example, managers are required to let go of some authority
when delegating work to their teams, but they must also retain control of the
assigned tasks. The dilemma is that managers may need to let go in order
to gain the trust of their staff.
Managers as balancers of cultural mixes: Much of handy’s theories
concentrated on organizational culture in the workplace. He argued that it is
the manager’s role to balance the cultural mix in an organization in order to
get the best out of each individual. Fayol would have suggested a
hierarchical and formal organizational structure to shape and embrace the
culture of an organization. however., handy argued that organizations
should become flatter.
Henri Fayol
1841-1925
Who was he?
• Fayol was a French mining engineer and
director of mines who developed a general
theory of business administration often
known as Fayolism.
What did he do?
• He argued that a manager’s task evolved
around planning and execution to ensure
its success. He identified the five functions
of management in business activity as :
planning, organizing, commanding,
coordinating, controlling. Much of his own
research was based on his own
management experience.
Planning
• Managers are responsible for setting the
course of action to achieve corporate
objectives. Managers are involved in
setting both tactical plans and strategic
plans.
Organizing
• Managers organize resources in order to
achieve corporate objectives. This might
include delegating or allocating tasks to
workers to ensure that deadlines are met.
Commanding
• Managers give instructions and orders to
their teams and subordinates in order to
achieve business objectives.
Coordinating
• Managers have the responsibility of
ensuring that all sections or departments
strive to achieve the main goals of the
business.
Controlling
• Managers are responsible for the
perfromance and health and safety of their
teams. Corrective measures must take
place if targets are not being met.
DRUCKER
•
•
•
Customers comes first
Internal structure control, organise
Customers top
Area performance indicators:
1. Market standing
2. Innovation
3. Productivity
4. physical & financial resources
5. Profitability
6. Mangers performance and development
7. Workers performance and attitude
8. Public responsibility
DRUCKER
Tasks for managers
1. Manage by objectives
2. Take and manage risk taking
3. Make strategic decisions
4. Build teams
5. Communicate and motivation
6. See the business as a whole
7. Relate the business to the total environment
TOK
• How can mangers and leaders know that
the business information they use is
reliable?
Factors influencing management
and leadership style
•
•
•
•
•
•
Culture
Attitudes
Traits
Subordinates
Task
Time constraints
Higher Level
Contingency and situational theory
• Contingency
• Situational