Leadership and mangement

8/20/2019 Leadership and mangement

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Leader ship


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Intro

• Where does leadership ft in


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Model o leadership

development•Self awareness

•Self confidence

•Managing emotions

•Motivating self

•Understanding

others.•Developing others.

•Inspiring trust.•Managing relationships.

•Managing

priorities

•Communication skills•Team Management•Business nowledge

Influencing strateg!.

Managing comple"it!#rganisational

awareness.

Managing Change.

Self $

awarenessSkills %

Capa&ilities

Motivational

leadership

Business

leadership


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• Dierence between Management and leadership –Discuss

• Research – RTM m !ol "# Michael Maccob$

• %g I&M


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'uthentic Leadership

• (The most eective leadership is the result o themanagers being able to sustain the tensionbetween personal goals and those o theorganisation) *+raham Lee ,-

Managers do things right

Leaders do the right thing


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'pproaches to leadership

• .ualities and traits approach


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Transormational/transactional


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The unctional approach*0rech et al-

• 1unctions o leadership


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Leadership as abehavioural categor$

• Ohio State leadership studies

• 2 dimensions o leadership

• 3onsideration – trust4 respect and rapportestablished with group

• 5tructure how group is structured to attain goalsand ob6ectives


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5t$les o leadership

'utocratic

Democratic

Laisse7 aire


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Leader o the Wee8


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Leadership and organisationalculture

• +oleman)s *2999- Researchinvestigated how each o si:distinctive leadership st$lescorrelated with specifccomponents o an

organisations culture;• Cultural componentsCultural components• 1le:ibilit$• Responsibilit$• 5tandards• Rewards

• 3larit$• 3ommitment

• Six Leadership styles• 3oercive – Do what I tell $ou•


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The 3oaching process

• Learning

• 'ssessing

• 5tor$ma8ing

• %nabling

• Reraming

• Laser


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Learning

• 3reating and maintaining a learning space


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'ssessing

• +athering and reviewing inormation


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5tor$ ma8ing

• ?arrative about what is happening and wh$

• 3reate h$potheses or dierence narratives


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Reraming

• Ma8ing useul interventions to acilitate change;

• Invite the managers to see a view o theire:perience dierentl$


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%nabling

• Identi$ing enabling and limiting actors to change

• It is about fnding a wa$ round wh$ a managerbehaves in a certain wa$


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1actors 'ecting 5t$le

• Leadership st$le ma$ be dependenton various actors@• Ris8 decision ma8ing and change initiatives

based on degree o ris8 involved• T$pe o business – creative businessor suppl$ driven=

• Aow important change is –change or change)s sa8e=

• Brganisational culture – ma$ be long embeddedand di>cult to change

• ?ature o the tas8 – needing cooperation= Direction=5tructure=


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Leadership activit$

• 1eedbac8 Bn Theor$

• 1iedlers) contingenc$ theor$

• 3ompetenc$ approach

•


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3ontingenc$ Theories

3harles Aand$

*1urther research or ne:t wee8-

Leadership and mangement

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