Leadership & Management Chapter 3: From Management to Leadership.
Leadership & Management
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Transcript of Leadership & Management
Leadership & ManagementUnit 2
Human Resources HL ONLY
Learning ObjectivesDiscuss whether successful leadership results
from natural skills or is a consequence of circumstances
Apply the theories of Likert, Fiedler, Blake and Mouton, Tannebaum and Schmidt
Understand the difference between leadership and management
Explain the key functions of management by referring to theories of Fayol and Drucker
Inspire peopleBuild relationships
Take risksHave followers
Leaders
Enact the planUse their authority
Manage risksHave subordinates
Managers
In reality, both are closely linked
What makes a good leader?• A desire to succeed and natural self
confidence• Ability to think beyond the obvious• Multi-talented
Identified 4 main styles of leadership These focus on how decisions are taken by
management and how involved people are1. Exploitative authoritative2. Benevolent authoritative – centralised decision
making with a concern for other people3. Consultative4. Participative
Leadership theoriesLikert’s 4 Leadership Styles
Shows the relationship between the leader’s orientation or style and group performance under differing situational conditions
Based on determining the orientation of the leader (relationship or task), the elements of the situation (leader-member relations, task structure, and leader position power), and the leader orientation that was found to be most effective as the situation changed from low to moderate to high control
Fiedler found that task oriented leaders were more effective in low and moderate control situations and relationship oriented managers were more effective in moderate control situations
Feidler’s Contingency Theory
The Managerial Grid is based on two behavioral dimensions:◦ Concern for People – This is the degree to
which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task
◦ Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task
Blake and Mouton Managerial Grid
Shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager
As the team's freedom is increased, so the manager's authority decreases
Tannenbaum & Schmidt – A Leadership Contuim
Manager makes decision and announces it
Manager makes decision and then "sells" decision
The functions of management
Henry Fayol
Suggested 5 key functions of management1. Setting objectives & planning2. Organising resources3. Directing and motivating staff4. Co-ordinating activities5. Controlling and measuring performance
Peter Drucker
The management guru’s management guru
His five basic principles of management remain as valid as ever:1. setting objectives2. organizing3. motivating and communicating4. establishing measurements of performance
and5. developing people