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31 Cards in this Set
- Front
- Back
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Leadership |
Relationship through which one person influences the behaviour or actions of other people |
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Traditional leadership perspective |
Command and control Decision making Theory X approach |
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Modern leadership perspective |
Inspiring employees Creating a vision Shaping core values and culture Building effective teams Theory Y approach |
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Why is leadership increasingly important? |
Changing organisational structures with flatter hierarchy's and greater delegation to subordinates. Teamwork and focus on quality assurance. Coaching new staff, support and empowerment. Rapid change is a constant feature of business life and soft skills of leadership and management is increasingly important - paternalistic. Hard to be authoritarian in modern era. |
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The role of strategic leadership |
Influence/control corporate strategy of a business Usually personally identified with the strategy Occurs in small firms and large corporates |
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How strategic leadership is demonstrated |
Command - Leaders take direct control; used in a crisis Vision - Leaders set the vision and core beliefs Decision making - Leader weighs up options and decides Symbolic - Leader is embodiment of the strategy but not involved day-to-day. Sets a good example |
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Leaders |
Inspire people Build relationships Take risks Have followers |
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Managers |
Enact the plan Use their authority Manage risks Have subordinates |
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Senior management |
Board of directors Set corporate objectives and strategic direction Responsible to shareholders - led by the CEO |
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Middle management |
Accountable to senior management Run business functions and departments |
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Junior management |
Supervisory role - accountable to middle management Monitor and control day to day tasks and manage a team of workers |
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Leadership style |
The way that the functions of leadership are carried out. The way that a leader behaves. |
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Authoritarian |
Focus of power is with the manager Communication is top down and one way Formal systems of command and control Use of rewards and penalties Very little delegation McGregor Theory X approach |
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Paternalistic |
Leader decides what is best for employees Links with Mayo - addressing employee needs Akin to a parent-child relationship Little delegation Softer form of authoritarian |
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Democratic |
Focus of power is with the group as a whole. Leadership functions are shared within the group Employees have greater involvement in decision making Emphasis on delegation and consultation |
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Laissez-faire |
Leader has little input in day-to-day decision making Conscious decision to delegate power Managers and employees have freedom to do what they think is best Effective when staff are ready and willing to take on responsibility |
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McGregor Theory X Manager |
Authoritarian Average worker is lazy and dislikes work Workers need to be controlled and directed Centralised organisation and exercise of authority |
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McGregory Theory Y Approach |
Laissez-faire Most people enjoy work Workers will take responsibility and organise themselves Decision making can be delegated |
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Why leadership styles are moving away from autocratic |
Change in society's values Better educated workforce Focus on the need for soft HR skills Changing workplace organisation Greater workplace legislation Pressure for greater employee involvement |
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Tannenbaum and Schmidt |
"Continuum" of leadership behaviour Represents the degree of authority used by the manager AND represents the area of freedom available to non managers. |
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Tannenbaum and Schmidt - "Tells" |
Leader identifies problem, makes decision and announces it to subordinates. Expects implementation. |
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Tannenbaum and Schmidt - "Sells" |
Leader still makes decision but attempts to overcome resistance through discussion and persuasion |
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Tannenbaum and Schmidt - "Consults" |
Leader identifies problem and presents it to the group. Listens to advice and suggestions before making decision. |
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Tannenbaum and Schmidt - "Joins" |
Leader defines problem and passes on solving and decision making to the group (which the manager is a part of). |
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Blake Mouton Grid |
Identifies 5 different leadership styles based on a grid X axis - Concern for completing task Y asis - Concern for people |
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Impoverished management |
Laissez-faire style. Minimal effort on management. Hopes to avoid blame for errors. Low concern for people AND tasks |
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Country club management |
Focus on creating comfortable, safe working environment. Minimal conflict. High concern for people. Low concern for tasks |
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Task management |
Autocratic. Consistent with McGregor theory X. Workers have to complete tasks - nothing else. Low concern for people. High concern for tasks |
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Team management |
Staff closely involved in decision making and feel valued. Consistent with McGregory theory Y. High concern for people AND tasks |
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Middle of the road management |
Compromises made to achieve acceptable performance. Thought to be less effective leadership style. Middle concern for people AND tasks |
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Factors affecting leadership style |
Personal value systems Manager's experience Confidence in subordinates Feelings of security Nature of the business problems Type of organisation (type, structure, etc) Effectiveness of teams and groups Skills and experience of subordinates Pressure (time, costs, etc) |
