Organisation and behaviour Prepared by 1
Organisation & Behaviour z. In this session: z 2. 1 Compare the effectiveness of different leadership styles in different organisations
Discussion What are some of the major challenges you face with your work manager, team leader or supervisor?
Activity 1 z Each student should identify 2 or 3 key challenges they experience with their leaders at work or at any institution. These 2 or 3 key challenges should be written on a small paper (one challenge on each note). Then walk around and see if other students have common issues or themes with you. Note on your paper how many common issues you are able to identify with other students. z What impact or influence does this leadership challenge have on our organisation? z What is causing this to be a challenge?
When did leadership begin? A. Leadership has been studied since the earliest civilizations. y. Nature and Humans have ALWAYS organized themselves with some type of structure. x. Great Wall of China x. Moses and Hebrews. x. The Ashantis- Africa 5
The ants…. . 6
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How did leadership begin? A. Having an effective leader was critical for survival for early civilizations. y. Tribes and nomadic groups. B. Qualifications based on skills, strength, size, ability, knowledge. y. Usually male. y. Existed since the beginning of mankind. 8
What are three historical types of leadership? A. Leader-centric. ymore of a fixture- kings and queens. ythey were born. yblood lines do not always make good leaders. ymen were primary in control of government, business, and family units. y. Citizens simply followed directions caused segregation of social classes. 9
B. Follower-centric. y. Because of technology, more workers needed. y. Followers wanted to regain control. y. By late 1800 s, ideas to increase worker productivity and boost revenue. y. Unwilling to give up total control and give power to their followers. y. Leaders discovered that increasing the responsibility of workers did in fact increase productivity. y 1920 s-when supervisors gave personal attention to workers, satisfaction increased. 10
C. Situational-centric. y By the 1970 s, a growing workforce were turning leadership over to groups, committees, and key employees. y Focus on flexibility and recognized that leadership can be seen and described with many different models in mind. y Not always one best way to lead all the time. 11
What is leadership? A. Leadership is a complex discipline. z In a review of leadership research, Stogdill (1974, p. 259) concluded that there are “almost as many definitions of leadership as there are persons who have attempted to define the concept” – and that was 30 years ago! B. The best way to study leadership is by looking at popular and most accepted definitions by well-known leaders. 12
What is leadership? Leading people Influencing people Commanding people Guiding people 13
Definitions of leadership z. For Peter Drucker Leadership is not about a list of attributes as no two leaders will exhibit the same list, nor is it about charisma or some king-like quality. It is all about delivery of performance. Just like management. 14
Leadership Definition z. Leadership: A process of influence among leaders and followers who intend real changes that reflect their mutual purposes. (Appleton, 1999) 15
Leadership Definition In a recent review of leadership theory, Northouse (2004) identified four common themes in the way leadership now tends to be conceived: (1)leadership is a process; (2)Leadership involves influence; (3)leadership occurs in a group context; and (4)Leadership involves goal attainment. 16
Leadership Definition z. Northouse in his book ‘Leadership: Theory and Practice defined leadership as “a process whereby an individual influences a group of individuals to achieve a common goal” (2004, p. 3) 17
Managers vs. Leaders Managers z. Focus on things z. Do things right z. Plan z. Organize z. Direct z. Control Leaders z. Focus on people z. Do the right things z. Inspire z. Influence z. Motivate z. Build 18
Common Activities z. Planning z. Organizing z. Directing z. Controlling 19
Planning Manager z. Planning z. Budgeting z. Sets targets z. Establishes detailed steps z. Allocates resources Leader z. Devises strategy z. Sets direction z. Creates vision 20
Organizing Manager z. Creates structure z. Job descriptions z. Staffing z. Hierarchy z. Delegates z. Training Leader z. Gets people on board for strategy z. Communication z. Networks 21
Directing Work Manager z. Solves problems z. Negotiates z. Brings to consensus Leader z. Empowers people z. Cheerleader 22
Controlling Manager z. Implements control systems z Performance measurement z. Identifies variances z. Fixes variances Leader z Motivate z. Inspire z. Gives sense of accomplishment 23
Activity 2 z. Leadership Challenge Scenario - The Bully in the China Closet
The leadership Styles 25
z. It is important to understand where our leadership styles have evolved from… 26
Theories/models of Leadership z. Traits z. Behavioural z. Transactional z. Transformational z. Contingency 27
Theories of Leadership z Trait theories: z Is there a set of characteristics that determine a good leader? y. Personality? y. Dominance and personal presence? y. Charisma? y. Self confidence? y. Achievement? y. Ability to formulate a clear vision? 28
Who will you choose as a leader and why? 29
Who will you choose as a leader and why? 30
Trait Approach z. Assumption: Leaders are born z. Problems y. Traits do not generalize across situations y. Better at predicting leader emergence than leader effectiveness 31
Theories of Leadership 2 z Behavioural: z Imply that leaders can be trained – focus on the way of doing things. 32
Theories of Leadership 3 z Contingency Theories: z Leadership as being more flexible – different leadership styles used at different times depending on the circumstance. 33
Theories of Leadership 4 z Transformational: y. Widespread changes to a business or organisation 34
Theories of Leadership 5 z. Transactional Theories: y. Focus on the management of the organisation y. Focus on procedures and efficiency y. Focus on working to rules and contracts y. Managing current issues and problems 35
Leadership Styles i Delegative Autocratic or directive Democratic or consultative Theories of Leadership 36
Types of Leadership Style z Autocratic: y. Leader makes decisions without reference to anyone else y. High degree of dependency on the leader y. Can create de-motivation and alienation of staff y. May be valuable in some types of business where decisions need to be made quickly and decisively 37
Types of Leadership Style z Democratic: z Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation y. Consultative: process of consultation before decisions are taken y. Persuasive: Leader takes decision and seeks to persuade others that the decision is correct 38
Types of Leadership Style z Delegative: y‘Let it be’ – the leadership responsibilities are shared by all 39
Activity 3 z. In your group, discuss and write down three impacts ( -/+) of the three leadership styles on teams and individuals z(30 min) 40
Activity 4 - Leadership Analysis of Robert Nardelli z. Discuss the leadership style of Robert Nardelli in your small groups. z. What style of leadership did in adopt? 41
References z. Stogdill, R. M. (1974) Handbook of Leadership: A survey of theory and research. New York: Free Press z. Northouse, P. G. (2004) Leadership: Theory and Practice (3 rd Edition). London: Sage Publications Ltd. z. Kotter, J. P. (1990) A Force for Change: How Leadership Differs From Management. z. New York: Free Press. 42
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