2.4 Leadership & Management

Chapter 13

Leadership Styles

Autocratic (or Authoritarian) Democratic Laissez-Faire Situational Leadership

Autocratic Leadership Style

A style of leadership that keeps all decision-making at the center of the organization.

Features– Leader makes all decisions– Supervises workers closely– Workers have limited information

Democratic Leadership Style

A leadership style that promotes the active participation of workers in making decisions.

Features– Participation of workers is encouraged– Two-way communication with workers– Workers are given information about the

business to allow full involvement

Laissez-Faire Leadership Style

A leadership style that leaves much of the business decision-making to the workforce – a Hands On approach.

Features– Managers delegate virtually

all authority to workers– Employees work within broad limits

Situational Leadership Style

Leadership style varies with the task at hand. Situational leaders adapt their style to each situation.

Features– Style of leadership depends on

The task The group’s skill The group’s willingness to accept

responsibility

HLWhat Makes a Good Leader?

Are leaders born?

OR

Are leaders made?

Discuss……..

HL - Characteristics of Good Leaders

A desire to succeed and natural self-confidence Ability to thing beyond the obvious – be creative

and encourage other to do the same Multi-talented enabling them to understand a

wide range of issues Able to identify main issues instead of

unnecessary details

HL – Difference between Leader & Manager

Leadership ManagementMotivating and inspiring others Directing and monitoring others

Innovators who encourage others to accept change

Problem-solvers

Stems from personal qualities or traits Official position of responsibility in the organization

Natural abilities and instincts Skilled and qualified to perform role

Believes in doing the right thing Believes in doing things right

Respected and trusted by followers – they want to because of leader’s personality

Listened to by others because of status – not necessarily because of personality

Creates and develops a culture of change Accepts and conforms to the “norms” of the organization

HL - Charles Handy, Henri Fayol, & Peter Drucker – noted management authors

All recognize the following functions of management:

Set objectives and plan Organize resources to meet objectives Direct and motivate staff Coordinate activities Control and measure performance against

targets (the set of objectives)

HL – Henry Mintzberg’s Roles of a Manager

To carry out functions of management, a manager must undertake different roles.

Interpersonal roles – motivating and dealing with staff

Informational roles – acting as a source, receiver, and transmitter of information

Decisional roles – making decisions and allocating resources to meet objectives

HL - Interpersonal Role

Role Description of ActivitiesFigurehead Symbolic leader of the organization

Leader Motivating subordinates

Selecting and training managers/staff

Liaison Linking with managers and leaders of other divisions and organizations

HL - Informational Role

Role Description of ActivitiesMonitor (Receiver) Collecting data relevant to the business’s

operations

Disseminator Sending information collected from external and internal sources to the relevant people in the organization

Spokesperson Communicating information about the organization to external groups

HL - Decisional Role

Role Description of Activities

Entrepreneur Looking for new opportunities to develop the business

Disturbance Handler Responding to changing situations that may put the business at risk

Taking responsibility when threatening factors develop

Resource allocator Deciding on the allocation of the organization’s financial, human, and other resources

Negotiator Representing the organization in all important negotiations