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MGF1010: Introduction to Management

Week 6:Leading

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Essay Feedback

• Good!

• References: THEY SHOW ANALYSIS!

– No actual marks are cut, but you loose

marks for lack of analysis

• Answering the question.

• Developmental

• Tip:

– Look at the references being used by a key

article.

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ASSIGNMENT REMINDER

• Friday, May 8, 2015

• Case Study Style

• 2000 words (+/- 10%)

• Worth 30%

• Case: Bahfen and Associates (Moodle)

• Minimum 8 Journal Articles

• Moodle is the place for lots of information

goodies

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Case Study Report

• Executive Summary

– Not included in the word limit

• Implementation

Put into tables

Problem Identification

Could identify many problems

Focus on 2-3 for recommendations and

solutions.

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AIMS

• Why managers should be leaders (POLC)

• Understand the Leadership theories: trait and

behavioural and contingency leadership theories.

• Describe the five sources of a leader’s power.

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Characteristics of encouraging and

discouraging leaders

• Encouraging• Listened to you

• Believed in you

• Gave constructive feedback

• Gave you credit

• Rewarded

• Providing resources

• Discouraging• Not Listening to you

• Not having time for you

• Always picking mistakes

• Stealing your ides

• Comparing your performance

with others

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Managers vs Leaders

• Do things right

• Are primarily interested in efficiency

• Maintain

• Focus on systems and structure

• Rely on control and rules

• Emphasize tactics and systems

• Ask how and when

• Focus on the present as is

• Focus on the bottom line

• Avoid risks as problems

• Work within their box

• Do the right thing

• Are primarily interested in effectiveness

• Innovative at the macro level

• Focus on investing in people

• Rely on trust and inspiration

• Emphasize core values and shared goals

• Ask what and why

• Focus on the future that will be

• Focus on the horizon

• Take risks as opportunities

• Work within and with-out their comfort zone

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Who are leaders

• In groups on the white paper

• Think of any 2 great leaders

• Then Discuss,

– What makes them great leaders?

> Traits

> Behaviours

> Leadership Styles from the book?

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Leadership Theories

Trait Theories

• Drive

• Desire to lead

• Honesty and integrity

• Self-confidence

• Intelligence

• Job-relevant knowledge

• Extraversion

Contingency Theories

The Fiedler contingency model

• Leader–member relations

describe the degree of

confidence, trust and respect

subordinates have in their

leader.

• Task structure describes the

degree to which the job

assignments are formalised

and procedurised.

• Position power describes the

degree of influence a leader

has over power-based

activities such as hiring, firing,

discipline, promotions and

salary increases

Behavioural Theories• Kurt Lewin and associates—

studied three leadership

styles: autocratic style,

democratic style and laissez-

faire style.

• The Ohio State: initiating

structure and consideration.

• The University of Michigan

:employee oriented and

production oriented.

• The managerial grid ‘concern

for people’ and ‘concern for

production’ as dimensions

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Review Questions

• Explain why managers should be

leaders.

– Because leading is one of the four

management functions,

– ideally all managers should be leaders.

– groups often have informal leaders who

emerge.

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Contrast the findings of the four

behavioural leadership theories.• The University of Iowa studies concluded that democratic style of

leadership was most effective, although later studies showed mixed

results.

• The Ohio State studies concluded that high-high leaders achieved

high subordinate performance and satisfaction, but not in all

situations.

• The University of Michigan studies concluded that employee-oriented

leaders were associated with high group productivity and higher job

satisfaction.

• The managerial grid developed by Blake and Moulton concluded that

managers performed best with a 9,9 style (high concern for

production and high concern for people).

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The dual nature of a leader’s behaviour

• The four behavioural theories presented here all focus on two dimensions of a leader’s behaviour—

focus on the task and focus on the people.

• The dilemma managers then face is: What should they focus on? Should they focus

on achieving higher performance levels or higher employee satisfaction? All the studies have

had very little success in identifying consistent relationships between patterns of leadership

behaviour and successful performance.

• Examples exist where leaders behave in two very different ways and are still able to lead

successful companies. It is therefore not easy to say that one leadership style is better

than another. Instead, it has become increasingly clear that predicting leadership

success involves something more complex than isolating a few leader traits or preferable

behaviours.

• The failure to obtain consistent results has led to a new focus on situational influences.

Specifically, which leadership styles might be suitable in different situations and what

might these different situations be? These elements were what the contingency theories

of leadership set out to identify.

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Explain how Fiedler’s model of leadership is

a contingency model.

The situational factors in Fiedler’s model are leader

member relations,

task structure

position power

• Task-oriented leaders tended to perform better in situations that were very

favourable to them as well as in situations that were very unfavourable.

• Relationship-oriented leaders seemed to perform better in moderately

favourable situations.

• Therefore, there were basically only two ways to improve leader

effectiveness. One was to bring in a new leader whose style is better suited

to the situation. The other was to change the situation (the situational factors)

to fit the existing leader.

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Legitimate power is the power a leader has as a result of his or her position in

the formal organisational hierarchy (also called authority).

Coercive power is the power a leader has because of his/her ability to punish

or control.

Reward power is the power a leader has because of his/her ability to give

positive benefits or rewards.

Expert power is influence that is based on expertise, special skills or

knowledge.

Referent power is the power that arises because of a person’s desirable

resources or personal traits.

Source of Power

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Class Discussion

IDENTIFY THE SOURCES OF POWER

1. Prime Minister

2. Teacher

2. UN President

2. Hitler

3. Parents

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Team Leadership

• The role of team leader is different from the traditional leadership

role.

• Effective team leaders need to master the difficult balancing act of

knowing when to leave their teams alone and when to get involved.

• New team leaders may try to retain too much control at a time when

team members need more autonomy, or they may abandon their

teams at times when the teams need support and help.

• The two priorities for a team leader are to manage the team’s

external boundaries and facilitate team processes.

• The four leadership roles that team leaders play are

– liaison with external constituencies,

– trouble-shooter

– conflict manager

– coach

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New Leadership Challenges

• Ethical Leaders• involves addressing the means

that a leader uses to achieve

goals.

• It also involves the content of

goals.

• E.g. Hitler

• Jeff Schiling at Enron

• Abbott with his daughters

scholarship

• Lance Armstrong

• Cross-cultural

LeadersCross Cultural literacy

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The Fresh Produce Case Study

You are a consultant hired by CEO of Fresh Produce.

PROBLEM IDENTIFICATION AND ANALYSIS

Motivation

Group Norms

Kevin’s Leadership style

POSSIBLE SOLUTIONS

bring it back to how it was before ie no stamping and writing up required;

paying extra if some of this work was done;

removing Kevin and having one of the casuals (university students) being the team

leader with responsibility for the job being done ie making it a self-managing

group etc.

RECOMMENDATIONS and IMPLEMETATIONS

Implementations

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Thank you!