l e a d e r d e v 02
DESCRIPTION
The second lecture in leadership and people management. If you use the E-Instruction CPS System and have the software that integrates with PowerPoint you will be able to activate the multiple choice questions in the presentationTRANSCRIPT
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Leadership Development Master Class
Module 2 Historical Perspective on Management
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Leader – what is a leader
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"a person who has commanding authority
and influence."
(Merriam-Webster, 2000)
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Pre-classicleadership
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King Hammurabi (2123-2071 B.C.), who originated a code of 282 laws which presided over business transactions,
personal behaviours, interpersonal relations,
penalties, and other social issues
Middle East
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Leadership in China was seen in the military. General Sun Tzu, (ca 600
B.C.), organized the army into sections, and introduced ranks. He believed in having sound plans for battle to ensure success. "Thus do many calculations [plans] lead to victory, and few calculations to
defeat."
China
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Chanakya Kautilya, (332-298 B.C), exhibited
leadership through advice on how to
institute and sustain economic, social, and
political stability.India
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The earliest evidences of limits to the number of people a supervisor could
manage were in Egypt, in this case about 10 followers to one leader. There was also an apparent separation of each by a dress
code. During this period, the role of a supervisor began called a vizier. The
pharaoh tended to spiritual matters while viziers attended to worldly matters, a
delegation of authority. The viziers were, "directors, organizers, coordinators, and
decision makers"
Egypt
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Socrates (469-399 B.C.) believed that those that know how to delegate will be
successful while those who do not delegate will not be successful.
Plato (428-348 B. C.), on the other hand, commented on human differences. This in
turn, he believe, led to a division of labour, one person might be excel in one task while another will excel in a different
task.
Greece
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Thus the discussion about what constitutes good leadership
and management is not new
Thus the discussion about what constitutes good leadership
and management is not new
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There are also great examplesof good leadership
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Greek historian Xenophon
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Peter Drucker “ Perhaps one of the best leadership
accounts ever written”
Why Study the Classical Literature of Leadership?
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In his advance against the Persian king, Cyrus the Younger used many Greek mercenaries left unemployed by the
cessation of the Peloponnesian War. Cyrus fought Artaxerxes II in the Battle of
Cunaxa. The Greeks were victorious in that battle, but Cyrus was killed. Shortly
thereafter, the Greek general Clearchus of Sparta was invited to a peace conference, at which he was betrayed and executed.
Cunaxa (401 BC)
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Xenophon was one of the well-to-do disciples of Socrates who left Athens to
serve with the Greek contingent "the Ten Thousand" raised by Cyrus the Younger of
Persia against Artaxerxes.
Cunaxa (401 BC)
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Through tenacity and improvisation as well as masterful motivational rhetoric he leads them to safety… and in later life he documents the lessons learnt as a leader created by this unfortunate situation…
Cunaxa (401 BC)
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Xenophon provideswonderful
leadership lessons
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After the Battle of Cunaxa where Cyrus was killed, the Greek army was demoralized and discouraged.
Xenophon assembled the officers and spoke to them. "All of these soldiers have their eyes on you, and if they see that you
are downhearted they will become cowards, while if you are yourselves
clearly prepared to meet the enemy and if you call on the rest to do their part, you can be sure that they will follow you and
try to be like you."
Leaders expect positive results
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According to Xenophon, the leader's primary responsibility in forming his
organization is to teach his followers the difference between correct and incorrect
performance and behaviour, thereby establishing a coherent, attainable set of expectations. For Xenophon, the leader,
not the followers, is to blame if expectations are unclear.
Leaders set clear expectations for performance
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Xenophon asserted, "You know I am sure that not numbers or
strength bring victory in war; but whichever army goes into battle stronger in soul, their enemies
generally cannot withstand them."
Leaders inspire their followers
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According to Xenophon, the true test of a leader is whether people will follow of
their own free will even during times of immense hardship.
Xenophon regarded it as highly indicative of good leadership when people obeyed
someone without coercion and were prepared to remain by him during times of
danger.
Leaders succeed during adversity
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In describing the superior leadership of Clearchus,
Xenophon noted. "When he was in an awkward position, he kept his head, as everyone agrees who was with him anywhere."
Leaders succeed during adversity
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Xenophon felt that a great leader had to establish himself in the good opinion of his men and to do this he had to be a model for them by enduring
hardship, showing confidence and leading by example.
Leaders “walk the talk”
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On another occasion, Xenophon was encouraging his men forward while on
horseback, when Soteridas criticized him for being mounted while, he, on foot, was tired because of carrying his own shield.
Xenophon's reaction to this was to dismount immediately, take Soteridas'
shield from him, push him out of line, take his place and march with the men.
Leaders “walk the talk”
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The reaction of the men to this was to hurl abuse at Soteridas and to pelt him with small stones until he reclaimed his
shield and allowed Xenophon to remount.
Leaders “walk the talk”
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Xenophon thought vision was key. He wrote that "there will be a great rise in their spirits if one can change the way they think, so that instead
of having in their heads the one idea of what is going to happen to me? They may think 'what action am I
going to take?'"
Leaders provide a vision of the future
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According to Xenophon: "... in heaven's name, let us not wait for other people to ... call upon us to
do great deeds. Let us instead be the first to summon the rest to the path of honour. Show
yourselves to be the bravest of all the captains, with more of a right to leadership than those who are our leaders at present. As for me, if you are
willing to take the initiative like this, I am prepared to follow you."
Leaders show initiative
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“I have never even demanded from you what you promised me. And I swear that I
would never have taken it, even if you had offered it to me, unless the soldiers were going to get what was due to them at the same time. It would have been a
dishonourable action to get my own affairs straight and allow theirs to remain in a bad way, especially when I was held
in honour by them."
Leaders have morals and ethics
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For you what is the most important leadership lesson from Xenophon
A. Dealing with adversityB. Having visionC. Being congruentD. Having disciplineE. Having morals and ethics
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Aristotlethe philosopher
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Rhetoric: the art of persuasion in which
emotion and power are influential features
Aristotle
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Howard GardnerHoward Gardner Leading Minds: An Anatomy of Leadership Leading Minds: An Anatomy of Leadership
““A key – perhaps A key – perhaps thethe key – key – to leadership isto leadership is thethe effective effective
communicationcommunication of a story.” of a story.”
““A key – perhaps A key – perhaps thethe key – key – to leadership isto leadership is thethe effective effective
communicationcommunication of a story.” of a story.”
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Sought to explain the success and failure of leaders
Followers, in blind obedience, may carry out orders that are erroneous or
dishonourable.Leaders may begin to listen only to advice
that supports their views (hubris) and become increasingly isolated as they
become more powerful.
Castiglione’s The Book of the Courtier
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Stanley Milgrim…Solomon Ash…
The Abilene Paradox…Philip Zimbardo…
Compare it with what we know today
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Offered real-world advice to leaders on how and when they should act
to do whatever is necessary for the greater good and protect the
community.Leadership is not popularity; it is
being respected (feared and effective) without being hated.
Machiavelli’s The Prince
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Let us jump aheadsomewhat
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Here the discussionrevolves around
management- with leadership as a component
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Frederick Taylor
Frederick Taylor (1856-1915) was essential to scientific management.
Taylor defined management as "knowing exactly what you want men to do, and
then seeing that they do it in the best and cheapest
way
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Scientific Management Frederick Taylor (1856-1915
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Jules Fayol (1841-1925) believed that management was the logical understanding and
clustering of, " the production, sales, financial, and accounting
functions of the organization
Jules Fayol (1841-1925)
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Fayol determined that managers needed certain qualities,
knowledge, and experience. These included, "Physical
qualities, mental qualities, moral qualities, general education,
special knowledge, and experience"
Jules Fayol (1841-1925)
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Division of Labor: allows for job specialization.
Authority and ResponsibilityUnity of CommandLine of Authority
CentralizationUnity of Direction
EquityOrder
Jules Fayol (1841-1925) – Principles of Management
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Max Weber (1864-1920) established the notion of structure to ensure
organizational effectiveness. "Weber's work on bureaucracy was
conceived as a blueprint for efficiency, which would emphasize
rules rather than people and competence rather than favouritism"
Max Weber (1864-1920)
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Max Weber (1864-1920)
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Follett realized the need for teamwork through her
observations. She had a connection between the
scientific management era and the social person era
Mary Follett (1868)
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Chester Irving Barnard (1886), proposed that through teamwork an
organization could, ensure the survival.
Follett and Barnard were concerned with group efforts. They wanted to
remodel former ideas of management
Chester Irving Barnard
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Enter the modernera..
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The result being…
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PlanningOrganizingLeadingControl
Classic Management Tasks
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Determining organizational goals and a means for achieving
them
Planning
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Deciding where decisions will be made
Who will do what jobs and tasks
Who will work for whom
Organizing
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Monitoring progress toward goal
achievement and taking corrective action when
needed
Controlling
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The Control Process
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A further developmentin classical management
is the responsibilitiesat different levels
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Top Management
Creating a context for changeCreating a context for change
Developing commitmentand ownership in employees
Developing commitmentand ownership in employees
Creating a positive organizational culture through language and actionCreating a positive organizational
culture through language and action
Monitoring their business environmentsMonitoring their business environments
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Middle Management
Coordinate and link groups, departments, and divisions
Coordinate and link groups, departments, and divisions
Monitor and manage the performance of subunits and managers who report to them
Monitor and manage the performance of subunits and managers who report to them
Implement changes or strategies generated by top managers
Implement changes or strategies generated by top managers
Plan and allocate resources to meet objectivesPlan and allocate resources to meet objectives
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First Line Management
Manage the performance of entry-level employees
Manage the performance of entry-level employees
Encourage, monitor, and reward the performance of workers
Encourage, monitor, and reward the performance of workers
Teach entry-level employees how to do their jobsTeach entry-level employees how to do their jobs
Make detailed schedules and operating plansMake detailed schedules and operating plans
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And important insights from
Henry Mintzberg
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Interpersonal Informational Decisional
•Figurehead
•Leader
•Liaison
•Monitor
•Disseminator
•Spokesperson
•Entrepreneur
•Disturbance Handler
•Resource Allocator
•Negotiator
H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.
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Interpersonal
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Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Managers adapt to incremental change
Managers respond to problems thatdemand immediate action
Managers decide who gets what resources
Managers negotiate schedules, projects, goals, outcomes, resources, and raises
Managers adapt to incremental change
Managers respond to problems thatdemand immediate action
Managers decide who gets what resources
Managers negotiate schedules, projects, goals, outcomes, resources, and raises
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Informational
Monitor
Disseminator
Spokesperson
Monitor
Disseminator
Spokesperson
Managers scan their environmentfor information
Managers share information with others in their company
Managers share informationwith others outside their departments or companies
Managers scan their environmentfor information
Managers share information with others in their company
Managers share informationwith others outside their departments or companies
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This leaves us with the emphasis on leadership…
What leaders dovis managers
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But before that let usreflect and review…
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Which of the following subjects did you find most useful?
A. The overview of ancient management techniques
B. The overview of scientific managementC. The functions of managementD. The roles of the manager (Mintzberg)E. Management responsibilities per
organization level
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Which of the following subjects did you find least useful?
A. The overview of ancient management techniques
B. The overview of scientific managementC. The functions of managementD. The roles of the manager (Mintzberg)E. Management responsibilities per
organization level
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The four tasks of leadership are
A. Planning, organizing, leading, controlB. Initiating, planning, controlC. Leading, planning, controlD. Initiating, close out, planning, control
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Manto is a foreman – which level of management is he typically?
A. Top managementB. Middle managementC. First line management
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Karen is a HR Function Manager – which level of management is she
typicallyA. Top managementB. Middle managementC. First line management
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Rose reports to the MD and is an EXCO member – which level of management is
she typicallyA. Top managementB. Middle managementC. First line management
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According to Mintzberg management has a informational, decisional and
interpersonal roleA. TrueB. False
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Managers negotiate schedules, projects, goals, outcomes, resources,
and raises
A. NegotiatorB. Resource allocatorC. Team leader
Match WordWith Statement
Match WordWith Statement
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A. LeaderB. Manager C. Team member
Match WordWith Statement
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A. FigureheadB. Stakeholder C. Dinner host
Match WordWith Statement
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A. FigureheadB. Stakeholder C. Liaison
Match WordWith Statement
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Managers respond to problems thatdemand immediate action
A. FigureheadB. Disturbance handler C. Liaison
Match WordWith Statement
Match WordWith Statement
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Managers decide who gets what resources
A. EntrepreneurB. Resource allocatorC. Liaison
Match WordWith Statement
Match WordWith Statement
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Managers scan their environmentfor information
A. CounsellorB. MonitorC. Team leader
Match WordWith Statement
Match WordWith Statement
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Managers share information with others in their company
A. Disseminator B. MonitorC. Team leader
Match WordWith Statement
Match WordWith Statement
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Managers share informationwith others outside their
departments or companies
A. Disseminator B. MonitorC. Spokesperson
Match WordWith Statement
Match WordWith Statement
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Lets look at leading – asfunction of management
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From the more traditional look at the
concept of management – leading is a function and includes the tasks
of inspiring and motivating people
Leading as a function of management
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In terms of thinking and research two aspects
were emphasized
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MotivationInspiration
The focus of leading
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What is motivation then?
The psychological processes that arouse and
direct goal-directed behavior
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Maslow’s Hierarchy of Needs
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Her
zber
g’s
Tw
o-F
acto
r T
heo
ry
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Equit
y T
heory
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Suggests that people are motivated by two things: (1) how much they want something
and (2) how likely they think they are to get it
Expectancy Theory
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Attempts to explain behavior change by suggesting that
behavior with positive consequences tends to be
repeated, whereas behavior with negative consequences
tends not to be repeated
Reinforcement theory
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This view of leading asfunction inevitably
leads to…
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Three aspects
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Motivation
Inspiration
The focus of leading
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Extraversion tendency to experience positive emotions and moods and feel good about oneself and the
rest of the world
Huge focus in the big five…
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Positive affectivity tendency to experience positive emotions and moods, feel productive stress and have healthy
critique of self and others
Huge focus in the big five…
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Agreeableness tendency to get along
well with othersConscientiousness
tendency to be focused, scrupulous, and
persevering
Huge focus in the big five…
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Openness to Experience tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and
take risks
Huge focus in the big five…
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Somewhat restrictive…Be effective in terms of
your own style…
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Different leaders all successful
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End of Session