leadership lec 1
TRANSCRIPT
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process of social influence in which oneperson can enlist the aid and support of
others in the accomplishment of acommon task".
"organizing a group of people toachieve a common goal".
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Leadership Definition
Leadership: A process of influenceamong leaders and followers who
intend real changes that reflecttheir mutual purposes. (Appleton,1999)
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How to Be a SuccessfulLeader: Essential Elements
Successful leaders must have theability to develop a vision of thepossible.
Leaders guide the skills of others bythe sheer weight of their visions.
(Appleton, 1999)
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How to Be a SuccessfulLeader: Essential Elements
Successful leaders have a clearunderstanding of:
themselves;
the expectations, experiences, needs,and interaction patterns of others in thegroup or organization;
and, appreciate the specifics of theenvironment and the tasks to beaccomplished.
(Appleton, 1999)
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How to Be a SuccessfulLeader: Essential Elements
Successful leaders depend as muchon personal influence andcompetency power as on the
elements of legitimate power.
The successful leader will be atransformational leader.
(Appleton, 1999)
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A Leadership Story: A group of workers and their leaders are set a task
of clearing a road through a dense jungle on aremote island to get to the coast where an estuaryprovidesa 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 tomonitor and evaluate progress, making adjustmentsalong the way to ensure the progress is maintainedand efficiency increased wherever possible.
Then, one day amidst all the hustle and bustle andactivity, one person climbs up a nearby tree. Theperson surveys the scene from the top of the tree.
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A Leadership Story:
And shouts down to theassembled group below
Wrong Way! (Story adapted from Stephen Covey (2004)The Seven Habits of Highly Effective PeopleSimon & Schuster).
Management is doing thingsright, leadership is doing theright things(Warren Bennis and Peter Drucker)
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Leadership
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Types of Leadership Style
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Types of Leadership Style
Autocratic:Leader makes decisions without reference
to anyone else
High degree of dependency on the leaderCan create de-motivation and alienation
of staff
May be valuable in some types ofbusiness where decisions need to bemade quickly and decisively
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Types of Leadership Style
Democratic:
Encourages decision making
from different perspectives leadershipmay be emphasised throughoutthe organisation Consultative: process of consultation before
decisions are taken
Persuasive: Leader takes decision and seeksto persuade others that the decisionis correct
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Types of Leadership Style
Democratic:
May help motivation and involvement
Workers feel ownership of the firmand its ideas
Improves the sharing of ideas
and experiences within the businessCan delay decision making
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Types of Leadership Style
Laissez-Faire:
Let it be the leadership responsibilitiesare shared by all
Can be very useful in businesses
where creative ideas are importantCan be highly motivational,
as people have control over their working life
Can make coordination and decision makingtime-consuming and lacking in overalldirection
Relies on good team work
Relies on good interpersonal relations
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Types of Leadership Style
Paternalistic:
Leader acts as a father figure
Paternalistic leader makes decisionbut may consult
Believes in the need to supportstaff
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Change Leadership
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Change Leadership
The most challenging aspect ofbusiness is leading and managingchange
The business environment issubject to fast-paced economicand social change
Modern business must adaptand be flexible to survive
Problems in leading change stemmainly from human resourcemana ement
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Change Leadership
Leaders need to be aware of howchange impacts on workers:
Series of self-esteem statesidentified by Adams et al and citedby Garrett Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition:
understanding and managing change personal changeLondon, Martin Robertson
Garrett, V. (1997) Managing Change in School leadershipfor the 21st century Brett Davies and Linda Ellison, London,Routledge
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Change LeadershipSelf-esteem
Time
1. Immobilisation as rumours of thechange circulate, theindividual feels somesense of shock andpossible disbelief
so much so that theydeem it worthy ofdoing nothing.
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2. Minimisation: As thechange becomes clearer,people try to fit in thechange with their ownpersonal position and maytry to believe that it will
not affect them.2
3. Depression: as realitybegins to dawn staff mayfeel alienated and angry,feelings of a lack of controlof events overtake peopleand they feel depressed as
they try to reconcile whatis happening with theirown personal situation.
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4. Acceptance/letting go:The lowest point in self-esteem finally sees peoplestarting to accept theinevitable. Fear of thefuture is a feature of this
stage.
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5. Testing out:Individuals begin tointeract with the change,they start to ask questionsto see how they mightwork with the change.
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6. Search for meaning:Individuals begin to workwith the change and seehow they might be able tomake the change work forthem self esteem begins
to rise.
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7. Internalisation:the change isunderstood andadopted within theindividuals own
understanding theynow know how towork with it and feel arenewed sense ofconfidence and selfesteem.
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Theories of Leadership
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Theories of Leadership
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?
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Theories of Leadership
Behavioural: Imply that leaders can be trained
focus on the way of doing things
Structure based behavioural theories focus on the leader institutingstructures task orientated
Relationship based behaviouraltheories focus on the developmentand maintenance of relationships
process orientated
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Theories of Leadership
Contingency Theories: Leadership as being more flexible
different leadership styles used
at different times depending onthe circumstance.
Suggests leadership is not a fixed
series of characteristics that canbe transposed into differentcontexts
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Theories of Leadership
May depend on:
Type of staff
History of the businessCulture of the business
Quality of the relationships
Nature of the changes neededAccepted norms within the
institution
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Theories of Leadership
Invitational Leadership: Improving the atmosphere and messagesent out by the organisation
Focus on reducing negative messages
sent out through the everyday actions ofthe business both externally and, crucially,internally
Review internal processes to reduce these
Build relationships and sense of belongingand identity with the organisation that gets communicated to customers, etc.
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Theories of Leadership
Transactional Theories:Focus on the management
of the organisation
Focus on procedures andefficiency
Focus on working to rules
and contractsManaging current issues
and problems
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Factors Affecting Style
F t Aff ti St l
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Factors Affecting Style Leadership style may be dependent
on various factors:
Risk - decision making and changeinitiativesbased on degree of risk involved
Type of business creative businessor supply driven?
How important change is change for changes sake?
Organisational culture may be longembeddedand difficult to change
Nature of the task needing
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How to Be a Successful
Leader: Essential Elements A successful leader will not only
ask questions and wrestle with
their individual and organizationalinterests, but will also ask thequestion:
Leadership for what purpose andwhat public good?
(Appleton, 1999)
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How to Be a Successful
Leader: Strategies(Technical Management Services, Inc., 2004) Make your
expectations clearlyknown.
Share your goals,visions, motivations,and reasons.
Give feedback about
contributions.
Listen
Build team players.
Reward cooperationand hard work.
Maintain good
relations with boss. Accept diversity.
Admit your mistakes.
When you promise-
deliver. Periodically,
disengage from dailypressures.
Dont take yourselftoo seriously.
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How to Be a Successful
Leader: Characteristics Drive
Honesty and integrity
Leadership motivation Self-confidence
Cognitive ability/intelligence
Knowledge of the business Emotional intelligence
Flexibility
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Culture Contingent
Leadership? GLOBE Research Project
60 countries
12 years
Universally accepted leadershipattributes
Culture specific characteristics
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What does a 21st century
leader need to do?