Chapter 2 leadership
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The document describes a group of workers clearing a road through dense jungle to reach the coast. The leaders organized the workers efficiently and monitored progress, which was excellent. However, one day someone climbed a tree and shouted "Wrong way!" questioning if they were doing the right thing. It then discusses that management focuses on doing things efficiently while leadership ensures the correct goals and vision. Different leadership styles like autocratic and democratic are also examined in how they influence decision making and motivation. The key highlight is that while the workers were efficiently clearing the jungle, someone realized they may have been focusing on the wrong objective or path, bringing into question if effective management was ensuring the right leadership and goals were in place.
Chapter 2 leadership
- 1. CHAPTER 2 prepared by: zarina mat sapri
- 2. A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree. And shouts down to the assembled group below… “Wrong Way!!!!!” (Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon & Schuster). “Management is doing things right, leadership is doing the right things” (Warrenby: zarina mat sapriand Peter Drucker) prepared Bennis
- 3. Leadership is the ability to influence people (employees) towards the achievement of organization goals. prepared by: zarina mat sapri
- 4. Leadership versus Management Management Leadership Promotes Promotes stability, order vision, and problem creativity, and solving within change existing organizational M L structure and systems Takes care of where you are Takes you to a new place Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
- 5. Autocratic: ◦ Leader makes decisions without reference to anyone else ◦ High degree of dependency on the leader ◦ Can create de-motivation and alienation of staff ◦ May be valuable in some types of business where decisions need to be made quickly and decisively prepared by: zarina mat sapri
- 6. Democratic: ◦ May help motivation and involvement ◦ Workers feel ownership of the firm and its ideas ◦ Improves the sharing of ideas and experiences within the business ◦ Can delay decision making prepared by: zarina mat sapri
- 7. Lais s ez-Faire : ◦ ‘Let it be’ – the leadership responsibilities are shared by all ◦ Can be very useful in businesses where creative ideas are important ◦ Can be highly motivational, as people have control over their working life ◦ Can make coordination and decision making time-consuming and lacking in overall direction ◦ Relies on good team work ◦ Relies on good interpersonal relations prepared by: zarina mat sapri
- 8. Democratic: Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation ◦ Consultative: process of consultation before decisions are taken ◦ Persuasive: Leader takes decision and seeks to persuade others that the decision is correct prepared by: zarina mat sapri
- 9. Paternalistic: Leader acts as a ‘father figure’ Paternalistic leader makes decision but may consult Believes in the need to support staff prepared by: zarina mat sapri
- 10. 1) Trait theories: Is there a set of characteristics that determine a good leader? ◦ Personality? ◦ Dominance and personal presence? ◦ Charisma? ◦ Self confidence? ◦ Achievement? ◦ Ability to formulate a clear vision? prepared by: zarina mat sapri
- 11. Trait theories: ◦ Are such characteristics inherently gender biased? ◦ Do such characteristics produce good leaders? ◦ Is leadership more than just bringing about change? ◦ Does this imply that leaders are born not bred? prepared by: zarina mat sapri
- 12. 2) Behavioural: Imply that leaders can be trained – focus on the way of doing things ◦ Structure based behavioural theories – focus on the leader instituting structures – task orientated ◦ Relationship based behavioural theories – focus on the development and maintenance of relationships – process orientated prepared by: zarina mat sapri
- 13. 3) Contingency Theories : Leadership as being more flexible – different leadership styles used at different times depending on the circumstance. Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts prepared by: zarina mat sapri
- 14. May depend on: ◦ Type of staff ◦ History of the business ◦ Culture of the business ◦ Quality of the relationships ◦ Nature of the changes needed ◦ Accepted norms within the institution prepared by: zarina mat sapri
- 15. 4) Transformational: ◦ Widespread changes to a business or organisation Requires: ◦ Long term strategic planning ◦ Clear objectives ◦ Clear vision ◦ Leading by example – walk the walk ◦ Efficiency of systems and processes prepared by: zarina mat sapri
- 16. 5) Invitational Leadership : ◦ Improving the atmosphere and message sent out by the organisation ◦ Focus on reducing negative messages sent out through the everyday actions of the business both externally and, crucially, internally ◦ Review internal processes to reduce these ◦ Build relationships and sense of belonging and identity with the organisation – that gets communicated to customers, etc. prepared by: zarina mat sapri
- 17. 6) Transactional Theories : ◦ Focus on the management of the organisation ◦ Focus on procedures and efficiency ◦ Focus on working to rules and contracts ◦ Managing current issues and problems prepared by: zarina mat sapri
- 18. Maslow’s Hierarchy of Needs – Starter: Fill in the levels of the hierarchy Esteem Needs Safety Needs Self Actualisation Survival Social Needs Needs prepared by: zarina mat sapri
- 19. McGregor looked at the way in which employers and employees traditionally viewed work – The employer paid the money and gave instructions, and the worker did the job without asking questions (THEORY X) prepared by: zarina mat sapri
- 20. Theory X workers: Don’t like working Do as little as they can get away with Don’t like things to change Need to be told what to do Cant be trusted to make a decision Are only interested in MONEY Must be closely watched Cant be trusted or relied upon prepared by: zarina mat sapri
- 21. Theory Y workers: Enjoy their work Will work hard to get rewards Want to see new things happening Will work independently Can be trusted to make decisions Are motivated by things other than money Can work unsupervised prepared by: zarina mat sapri
- 22. As a manager you need to get an important order out quickly, by the end of this week at the latest!!! 1) Outline how you would put this to the workers if you believed in Theory X (How are you going to convince workers to work quickly??) 2) Outline how you would put this to the workers if you believed in Theory Y 3)What are the three main differences in the two approaches 4)Which theory would you personally support? State your reason as fully a possible prepared by: zarina mat sapri
- 23. Leadership style may be dependent on various factors: ◦ Risk - decision making and change initiatives based on degree of risk involved ◦ Type of business – creative business or supply driven? ◦ How important change is – change for change’s sake? ◦ Organisational culture – may be long embedded and difficult to change ◦ Nature of the task – needing cooperation? Direction? Structure? prepared by: zarina mat sapri
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