the role of a manager and a leader

the University of choice

The Role Of A Manager And A Leader

David StonehouseSenior LecturerTel: 01695 657003E-mail: [email protected]


Management & Leadership in Playwork

“Whether we like it or not, playwork either within the voluntary sector, private or council run, playwork has to be managed and led within a business environment.”

(Stonehouse, 2011a:7)


Leadership V Management

“Leadership & management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile environment.” (Kotter, 1990:103)


Manager V Leader

Bennis and Nanus (1985:21) State “managers are people who do things right, and leaders are people who do the right thing.”

Some leaders make unsuitable managers and some managers make unsuitable leaders

(Yukl, 2010).


What Is Management?■ Takes place within a structured organisational

setting & with prescribed roles;■ Directed towards the attainment of aims &

objectives;■ Achieved through the efforts of other people; and■ Using systems & procedures.

(Mullins: 2010)


Three Primary Responsibilities1. Quality2. Budget3. Staff■ Managers have 24 hr, 7-day/week responsibility for the

quality of the play service■ Managers ensure that staff have what they need to get

their job done.■ Managers allocate resources to meet the needs of

children and the play service within the budget.

Chilton (2006:127) when talking about what makes an effective playworker states that one of a number of skills is the “management and administration: of the physical site, personnel, finances, communication systems, committees, materials and equipment.”


1.Quality “providing good play opportunities, and

continuously improving what you do by using standards” (Conway, 2008:72).

“the standard of how good something is when measured against other similar things” (Kilvington and Wood, 2010:121).

■ Policies and Procedures.■ Listening and gaining feedback■ Managing complaints,


2. Budget

The manager will usually be the one who is responsible for setting the budget (Davy & Gallagher, 2006).

The manager must only spend the budget on what has been agreed and must never overspend (Stonehouse, 2011a).


Budget Considerations

■ Staff■ Premises■ Equipment■ Training/development of staff■ Heating, lights, water.■ Food.


Playwork Skills When talking about what makes an

effective playworker Chilton (2006:127) states that one of a

number of skills is the “management and administration: of the physical site, personnel, finances, communication systems, committees,

materials and equipment.”


3. Staff

■ Hiring - job descriptions, job specifications, Attracting quality staff

■ Retaining■ Firing!!■ Development/training■ Managing sickness.


F.W. Taylor (1856-1915) Scientific Management (1900-1930)

■ “Human beings are predisposed to seek the maximum reward for the minimum effort.”

■ “Managers must lay down in detail what each worker should do, step by step; ensure through close supervision that the instructions are adhered to; and, to give positive motivation, link pay to performance.”


F.W. Taylor - Scientific Management

■ Midvale & Bethlehem Steel Company, Pennsylvania.

■ Identified that there was a ‘one best way to accomplish a task.’

■ 75 men were loading on average 12 ½ tons of pig iron per man per day.

■ Schmidt through Taylor increased this to 47 ½ tons a day and kept this up for the three years of the study. 60% pay increase.


F.W. Taylor - Scientific Management

■ Higher wages from increased output■ The removal of physical strain from doing

work the wrong way■ Substitution of industrial warfare with

industrial harmony■ Developing countries may be best to

apply Scientific Management to aid their economies.


Four Overriding Principles of Scientific Management

1. Replace ‘rule of thumb’ means of organising work with scientific methods. Time & motion, expertise of experienced workers.

2. Scientific Personnel system. Workers hired, trained and promoted based on technical competence and ability.

3. Common goals & sharing of organisational mission. Financial incentives.


Four Overriding Principles of Scientific Management

4. Relationship between managers and workers should be cooperative & interdependent. However, Functional Foremen (Managers) plan prepare & supervise, worker’s work. Henry Ford in 1913 applied Scientific Management to his Highland Park Plant.

‘Fordism’


Douglas McGregor (1960)Theory X and Theory Y

■ Theory X – managers believe that that their employees are basically lazy, need constant supervision and direction and are indifferent to organisational needs. emphases external rewards, workers controlled through rewards and punishment.

■ Theory Y – managers believe that their workers enjoy their work, are self motivated, and are willing to work hard to meet personal and organisational goals. workers derive satisfaction from the work itself.

■ Theory Z – Combination of the X & Y.


Neo Human RelationsMore psychological approach

Maslow (1943) ‘Hierarchy of Human Needs.’5 Levels

Self- actualisation

Esteem needsLove needs

Safety needsPhysiological needs


Characteristic DifferencesLEADER

■ Innovator■ Motivator■ Role model■ Interpersonal skills■ Values staff■ Promoter of positive

punishment■ Proactive

MANAGER■ Attention to detail■ Motivated by reward &

punishment■ Low on interpersonal skill■ Reactive than proactive■ Strives on efficiency■ Sticks to rules, policies &

regulations.


Formal & Informal Organisation

Formal Informal■ Policies & procedures■ Spans of control■ Organisational charts■ Mission statements■ Job definitions &

descriptions■ Production efficiency

& effectiveness measures

■ Informal leaders■ Personal animosities

& friendships■ Grapevine■ Group norms &

sentiments■ Emotional feelings,

needs & desires.■ Prestige & power

structures.


What is Leadership?

It is about getting people to do willingly, that which their instincts

teach them not to do.

(Mullins: 2010)


Scotland Forever!!Charge of the Scots Greys

■ 107 riders killed, 97 wounded, and 228 horses (of the original 416) lost


Leadership Styles■ Autocratic or Authoritarian Style of Leadership■ Democratic Style of Leadership■ Laissez-faire Style of Leadership■ Transactional Style of Leadership■ Transformational Style Of Leadership

There are many more!!!!


Autocratic or Authoritarian Style of Leadership

leader who ■ Tells others what to do■ Who limit’s discussion on their ideas■ Communication is only in one direction, from

them to the rest of the staff. ■ Places emphasis on productivity, how much can

get done in the shortest possible timeSadek and Sadek (2009) liken this type of leader to

a spider sitting within the middle of a web. Always in complete control of its surroundings.


Autocratic LeadershipNegatives:

A leader who consistently behaves in an autocratic way could end up devaluing and de-motivating their staff, leading to problems with staff retention (Johnston and Nahmad-Williams, 2009).

Positives: when the leader is the most knowledgeable person and where time is limited (Huczynski and Buchanan, 1999). For example in an emergency situation


Democratic Style of Leadership

Leader:■ Involves others in decision making■ Team work is promoted and encouraged■ leader will ask rather than telling ■ Power here shifts away from the leader and is

shared with the team as a whole■ Communication is in a two way direction with the

leader welcoming and seeking discussion and feedback


Democratic Style of LeadershipPositives:

■ greater motivation and commitment within the team■ team feel valued and respected for their contribution■ Ownership of any decision is accepted by everyone Negatives:■ where there is disagreement within the team conflict might

ariseAnd as Marquis and Huston (2009:39) state “because many

people must be consulted, democratic leadership takes more time and, therefore, may be more frustrating for those

who want decisions made rapidly.”


Laissez-faire Style of Leadership

The Leader:■ gives complete freedom of action to the

team in making decisions and planning■ Complete power is given over to the team■ leader will not interfere with the teams

work, but keeps themselves available if help is required


Laissez-faire Style of Leadership

Works well When:■ The team possesses a high degree of skill,

knowledge and motivation to accomplish what is being asked of them.

Mullins (2010) stresses the importance when discussing this leadership style that it has to be a genuine laissez-faire style, where the team has the skill and ability and the leader trusts the team.


Laissez-faire StyleDoes not work when:■ staff members do not have the necessary ability

or skills.This can then lead to high levels of stress

As Northouse (2009:44) states “because people are directionless and at a loss to know what to do, they tend to do nothing.”

Gill (2008) argues, laissez-faire leadership can become no leadership at all.


Transactional leadershipThe leader enters into a transaction with the

employee who agrees to take part, or work in a

certain way, in return for some form of reward or compensation (Lawler, 2007)

Or to prevent some form of punishment from

taking place (Mullins, 2010).


Transactional Leadership

As Mullins (2010:391) states this type of leadership

“appeals to the self-interest of followers.”

This style contrast with the Transformational or Charismatic

Leadership style.


Transformational Style Of Leadership

“is a process of engendering higher levels of motivation and commitment among followers” (Mullins, 2010:391).

• Actively develop relationships with their co-workers.

• The work place & meaning of work are transformed

• Employees pursue active goals.


Transformational Leaders“Act as mentors to their followers by encouraging learning, achievement,

and individual development.They provide meaning, act as role models, provide challenges, evoke emotions, and foster a climate of

trust.” (Harms and Crede, 2010:6)


Transformational Leadership – Four Basic Components.

■ Idealised Influence – Charisma of the leader. Are they perceived as being confident and committed. Do they engender respect and admiration from their followers;

Leader aims for the employee to “transcend their own self-interest for the sake of the

team, department, or organisation” (Daft and Marcic, 2009:427)



■ Inspirational Motivation – behaviour of the leader provides meaning & challenge to the workers. The leader sets challenging goals but ones which are attainable.

“inspirationally motivate employees by clearly articulating an appealing vision of the organisation’s mission and future.”

(Wright and Pandey, 2010:75)



■ Intellectual Stimulation – promotes intelligence & new ways of working. Encourages creative thinking, risk taking, to participate at an intellectual level and for followers to challenge their own assumptions.

■ Individualised Consideration – Leader has special concern for workers growth & development. Through mentoring, empowering, encouraging and being in frequent contact.


Transformational Leaders

■ Have a clear collective vision■ & they manage to communicate it

effectively to all employees.■ Trust their subordinates and leave

them space to breathe and grow.■ Stimulate employees to be more

innovative.


Transformational Leaders

■ Actively develop relationships with their co-workers, who become more active, motivated & inspired

■ The work place & meaning of work are ‘transformed.’

■ Employees pursue organisational goals.


Guidelines for Leaders• Articulate a clear and appealing vision.• Explain how the vision can be attained.• Act confident and optimistic.• Express confidence in followers.• Use dramatic, symbolic actions to

emphasize key values.• Lead by example.

(Yukl, 2010)


Battle of Agincourt 25 October 1415 (Saint Crispin’s Day)


St Crispin’s Day Speech From Henry V

■ He was present■ He was flexible and fair■ He was honest■ He was involved■ He was clear■ He was timely


Key Qualities

■ Knowledge & skill, ■ Effective communication of ideas, ■ Confidence, ■ Commitment, ■ Energy, ■ Insight into the needs of others


Additional Qualities

■ Ability to listen■ Ability to reserve judgement■ Give direct & positive feedback■ Recognise individual values through

respect for others■ & use humour.


“The Dark Side of Charisma” Yukl (2010)

■ The leader may take unnecessary risks■ Or deny problems or failures as they occur■ People over rely upon the leader, accepting

everything they say and do to be correct.■ No-one feels able to question decisions or voice

opposition Yukl (2010:275) states Leaders demonstrating

this failing may “make more risky decisions that can result in a serious failure.”


So Which Style Is Best? Anon (2010:21) states “Leaders must learn to adapt

their leadership styles and strategies to meet the needs of various complex situations.”

“The key to a great leader is not then to be rigid in their choice of style, but to move between the different styles as the situation demands. It is this flexibility and level of skill which makes the leader stand out not just as a leader, but as a great leader” (Stonehouse, 2011b:11).


BibliographyAnon. (2010) ‘The Changing Face of Leadership.’ Strategic Direction. 26 (1) pp.21-23. Bennis, W. & Nanus, B. (1985) Leaders. The Strategies For Taking Charge. New York:Harper & Row.Burnes, B. (2000) Managing Change: A Strategic Approach to Organisational Dynamics. Third Edition. London: Prentice Hall. Chilton, T. (2006) ‘Adventure Playgrounds in the Twenty-First Century.’ In: Brown, F. (ed) Playwork: Theory and Practice. Buckingham: Open University Press. Pp.114-127Conway, M. (2008) ‘Quality in Play: Underpinning Thoughts’ In: Brown, F. & Taylor, C. (eds)Foundations of Playwork. Berkshire: Open University Press. pp.72-75.Daft, R.L. and Marcic, D. (2009) Understanding Management. Sixth Edition. United States: South-Western Cengage Learning.Davy, A. & Gallagher, J. (2006) New Playwork: Play and Care for Children 4 – 16. Fourth Edition. London: Delmar Cengage Learning.Gill, R. (2008) Theory and Practice of Leadership. London: Sage Publications Ltd. Harms, P.D. & Crede, M. (2010) ‘Emotional Intelligence and Transformational and Transactional Leadership: A Meta-Analysis. ‘Journal of Leadership & Organisational Studies. 17 (1) 5-17.


BibliographyHuczynski, A. & Buchanan, D. (1999) ‘Can Leaders Change Their Styles?’ In: Billsberry, J. (ed) The Effective Manager: Perspectives and Illustrations. London: Sage Publications. Pp 42-46.Kilvington, J. & Wood, A. (2010) Reflective Playwork: For All Who Work With Children. London: Continuum International Publishing Group.Kotter, J.P. (1990) What Leaders Really Do. Harvard Business Review. May – June pp 103-111.Johnston, J. & Nahmad-Williams, Lindy. (2009) Early Childhood Studies. Essex: PearsonEducation Limited.Lawler, J. (2007) ‘Leadership in Social Work: A Case of Caveat Emptor?’ British Journal of Social Work. 37:Pp. 123-141.Marquis, B. L. & Huston, C. J. (2009) Leadership Roles and Management Functions in Nursing. Sixth Edition. Philadelphia: Lippincott Williams & Wilkins. Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition. London: Financial Times Prentice Hall.


BibliographyNorthouse, P.G. (2009) Introduction to Leadership, Concepts and Practice. London: Sage Publications Ltd.Sadek, E. & Sadek, J. (2009) Good Practice in Nursery Management. Third Edition. Cheltenham: Nelson Thornes.Senge, P. M. (2006) The Fifth Discipline: The Art And Practice of the Learning Organisation. London : Currency Doubleday.Stonehouse, D. (2011a) ‘Are You A Manager Or Leader Of Playwork? Part One.’ IP-DiP: ForProfessionals In Play. Weekly. 14th January (31) pp. 7-11.Stonehouse, D. (2011b) ‘Are You A Manager Or Leader Of Playwork? Part Two.’ IP-DiP: ForProfessionals In Play. Weekly. 21st January (32) pp. 7-11.Wright, B. E. & Pandey, S. K. (2010) ‘Transformational Leadership in the Public Sector: Does Structure Matter?’ Journal of Public Administration Research and Theory. 20:Pp. 75-89.Yukl, G. (2010) Leadership in Organizations. Seventh Edition. New Jersey:Pearson.