Qualities of Leadership and Management Ian Grigor

Aims of session To analyse the skills and attributes that describe leadership and management To analyse how they impact on organisational effectiveness

Objectives To analyse what effective leaders and managers do To analyse the skills of leaders and managers To compare and contrast where leaders and managers overlap To analyse where their roles differ

Skills of effective leaders (Pedler, Burgoyne and Boydell, 1986) Command of basic facts i.e. ability to manage information Relevant professional understanding i.e. professional credibility Continuing sensitivity to events i.e. an humanistic approach Analytical, problem-solving, decision/judgement-making skills Social skills and abilities Emotional resilience Proactivity - inclination to respond purposefully to events Creativity Mental agility Balanced learning habits and skills Self-knowledge

Skills of effective leaders (Whetton and Cameron, 1991) Verbal communication (including listening) Managing time and stress Managing individual decisions Recognising, defining and solving problems Motivating and influencing others Delegating Setting goals and articulating a vision Self-awareness Team-building Managing conflict

So what is a leader and what does she do? It’s often a good idea to think in terms of a great leader….

Where do leaders arise from? This is a situational phenomenon, often prompted by the environment that they exist in e.g. the terrorist attack on New York

Do leaders have to work within limits in that capacity? The main point is that leaders are not formally appointed so they can, and often do, push back the boundaries

Leadership theories/styles Trait – born to lead Behavioural – autocratic, democratic, laissez-faire Contingency – style + situation Transformational - innovators

How, what, why and where do leaders impact? How do they lead? What attributes do they utilise? For whose benefit? In what arena(s) and under what circumstances?

So what are managers? They are employed by the organisation to achieve goals As such, the organisation is their prime concern They have demonstrated that they have managerial skills They (hopefully) enjoy professional respect but as professional managers

What do they do? Manage people – how? Manage finance – in what way? Manage information – where do they get it? Manage projects e.g.??? Manage change

How do the skills of a manager overlap with that of a leader? Excellent communication skills Fairness Professional knowledge Planning Visionary

Where do managers and leaders differ? Accountability The type of professional knowledge they use The beneficiaries of success – the group or the organisation

Can they be one and the same person? They can but their goals in life are different. However, such is their degree of overlap e.g. in attributes that the ideal is a manager who leads. A good example is Mayor Giullianni of New York.

Objectives To analyse what effective leaders and managers do To analyse the skills of leaders and managers To compare and contrast where leaders and managers overlap To analyse where their roles differ