Session 5 Leadership in the working environment Fundamental to assessment Michael G.Warner Chartered...

Session 5

Leadership in the working environment

Fundamental to assessment

Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

Course ObjectivesTo deliver a coherent and deliverable

market oriented internal culture to encourage flexibility

which is SMART enough for your employer to understand and give you the go ahead.

To follow the CIM guidelines so as not to throw away marks

To maximise the LSM on-line resources

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SUCCESSMichael G.Warner Chartered Marketer

MBA PGDipM FCIM FIDDM

Agenda

Origins of management

Functions, Roles and Qualities of Management

Leadership approaches and styles

Power and influence Culture

Thought leadership

Stakeholder relationship management

Assessing your leadership style


Managerial Functions, Roles and Qualities


Managerial Roles

Conceptualise

Design

Direct

Coordinate

Allocate Resources

Delegate

Review

Take corrective action

Develop Competitive

Strategies

Increase the Wealth of the

Company and that of

Shareholders

Increase Organisational

Performance

Outperform Competition

Observe the Laws.


Management Paradigms

Management paradigms are; a term used to describe

the type of a manager an individual is, based on the

way they view the world, given their perceptions.

The word paradigm comes from the Greek and it

means “example”. So management paradigms are

nothing more but different management examples. ©

Dr George Panagiotou 2009


Leadership Aspects A good leader should possess Interpersonal and Coordination

skills in order to influence the behaviour of others.

Management is about getting a task done

Leadership is about setting direction and focus whilst inspiring

employees to follow the direction and achieve the set goals and

objectives.

• A leader is expected to be visionary and dynamic whilst being

charismatic to guide the subordinates through influencing their

actions and behaviour.


Leadership Traits

Perseverance and determination

Assertiveness

Self confidence and decisiveness

Adaptability

Cooperativeness

Stress tolerance

Acceptance of responsibility


Leadership skills

Communicative and fluent

Coordination and organisation skills

Tactful

Diplomatic

Persuasive


Approaches to leadership

Behavioural approach

The behavioural approach to leadership is concerned with the

behavioural aspects of leaders than the traits of leaders

Situational approach The Situational approach to leadership is concerned with the leaders adopting a leadership style which is suitable for the situation.

Transformational

Transformational leadership aims to transform the performance of

the organisation by carrying out changes to develop the

organisation


Power and influence Power is concerned with capability of the leader to change the

behaviour of subordinates.

Influence is also concerned with changing behaviour of individuals however influence is less stronger than power and is more subtle

The culture of the organisation and the style of leadership practiced within the organisation has significant impact on the sources of power and the influence within the organisation.

In a hierarchical organisational structure which consist of autocratic leadership; power of the leader results from aspects such as position, seniority etc.

In organisations where the tasks performed need a high level of expertise, the power results form the expertise towards the specific task.


Sources of Power French and Raven (1959)

Legitimate power - is resultant from the position held within that organisation.

Reward power - associated with rewarding the individual

Coercive power - associated with threatening to punish individuals for certain behaviour

Expert power - results from the skills and expertise towards a particular task

Referent power - special characteristics of the individual such as personality, charisma and interpersonal skills.


Organisational Culture

• Organisational culture describes the set of values and beliefs of a society that have become a way of life for its members.

• Such values and beliefs are formed over a long period of time and are the outcome of a number of influential individuals and key events in the various stages of that society.


The Cultural Web

Source: Johnson Gerry (1992)NHS egs 3m


Johnson Gerry (1992)

Bi cultural leadership

The influence of different cultures are present in any organisation and does

not necessary depend on whether the organisation is a international

organisation.

Leaders need to be aware of the different cultures present and need to be

able to mange the differences

Three approaches are present in managing different cultures

Ignore the differences between cultures

and conduct operations

Remove differences

Accept the differences between cultures


Thought Leadership

This form of leadership significantly differs from traditional

methods of leadership and the leadership role is not resultant

from role, power or authority

Thought leadership is concerned with thinking creatively and in

a different way and inspiring others to think differently.

Any person within the organisation has the ability to become

thought leader and a thought leaders can emerge during a

meeting or discussion.

Thought leadership depend on the traits of the individuals and

not learned skillsMichael G.Warner Chartered Marketer

MBA PGDipM FCIM FIDDM

Innovation and learning within an organisation

Innovations can result in;

Operations-systems within the organisation.

Processers - processors which deliver value to the

customers

Products and services

Marketing – marketing research, communications


Stakeholder relationship management

Assess stakeholder power and influence

This power and influence can vary on aspects such as investment made in

the organisation, authority of the stakeholder group over the organisation

and the power of the group on the activities of the organisation.

Developing and managing relationships with the stakeholders is important.

Misunderstandings and conflicts need to be avoided in order to maintain a

successful relationship.

Compatibility with stakeholders in the forms of shared values and beliefs

are important in maintaining effective relationships. Differences between

these groups and the organisation need to be effectively managed.


Creating partnerships with stakeholders

In order to maintain effective relationships it is important that the leader

encourages people to;

Work on developing the relationships

Exchange information and

collaboration

Strive on quality improvement


Assessing different leadership styles

It is important for a leader to identify his or her leadership style. The

following factors need to be considered when evaluating the leadership

style.

1) The leadership style that the individual would like to develop from

the identified styles.

2) The style which is suitable to the context of the organisation.

3) Barriers in developing and implementing of the preferred or the

suitable leadership style.


The Different Approaches to Management


Conceptualising. To be insightful, progressive and able to generate new ideas.

Contextualising. To have the ability to put new ideas and visions in a context in order to make it easy for others to make sense of vague and abstract information.

Forecasting. To have the foresight to realistically anticipate future events in the economy and the particular industry and business.

Planning. To decide the activities of the organisation, develop key operationalguidelines and set performance criteria.

Organising. To allocate funds together with human and non-human resources to the various activity areas.

Communicating. To articulate requirements using a suitable language and pace according to the individual, team or group dealing with in order to aid understanding.

Motivating. To provide inspiration and incentives to relevant members in order toraise and maintain morale, proactiveness and goodwill in the organisation.

Coordinating. To synchronise, harmonise and maintain organisational activities.

Controlling. To monitor activities and overall progress in relation to the objectives and the preset criteria in order to maintain direction and pace.

Measuring. To evaluate the achievement of targets with the use of diverse qualitative and quantitative techniques in order to determine effectiveness of methods employed.

Taking Corrective Action. To modify the course of action according to emerging challenges and opportunities so that the desired performance against targets is achieved.

Transparency ofActivities.

To promote clear policies and procedures so that ambiguity and uncertainty are avoided.

Ethical Practices. To foster fairness, embed moral practices and ensure the good corporate citizenship of the organisation.

The Functions of Management


Leadership in reality

It is important that the organisation and its leaders have a good

understanding of the theories of good leadership; however certain issues in

implementation may arise in implementation of theory to practice. Leaders

may be faced with certain challenges when implementing leadership

strategy which may not be within the control of the leader.


Leadership Styles


Session 5 Leadership in the working environment Fundamental to assessment Michael G.Warner Chartered...

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