2.4 Leadership & Management Chapter 13

Leadership Styles Autocratic (or Authoritarian) Democratic Laissez-Faire Situational Leadership

Autocratic Leadership Style A style of leadership that keeps all decision-making at the center of the organization. Features Leader makes all decisions Supervises workers closely Workers have limited information

Democratic Leadership Style A leadership style that promotes the active participation of workers in making decisions. Features Participation of workers is encouraged Two-way communication with workers Workers are given information about the business to allow full involvement

Laissez-Faire Leadership Style A leadership style that leaves much of the business decision-making to the workforce – a Hands On approach. Features Managers delegate virtually all authority to workers Employees work within broad limits

Situational Leadership Style Leadership style varies with the task at hand. Situational leaders adapt their style to each situation. Features Style of leadership depends on The task The group’s skill The group’s willingness to accept responsibility

HL What Makes a Good Leader? Are leaders born? OR Are leaders made? Discuss……..

HL - Characteristics of Good Leaders A desire to succeed and natural self-confidence Ability to thing beyond the obvious – be creative and encourage other to do the same Multi-talented enabling them to understand a wide range of issues Able to identify main issues instead of unnecessary details

HL – Difference between Leader & Manager Leadership Management Motivating and inspiring others Directing and monitoring others Innovators who encourage others to accept change Problem-solvers Stems from personal qualities or traits Official position of responsibility in the organization Natural abilities and instincts Skilled and qualified to perform role Believes in doing the right thing Believes in doing things right Respected and trusted by followers – they want to because of leader’s personality Listened to by others because of status – not necessarily because of personality Creates and develops a culture of change Accepts and conforms to the “norms” of the organization

HL - Charles Handy, Henri Fayol, & Peter Drucker – noted management authors All recognize the following functions of management: Set objectives and plan Organize resources to meet objectives Direct and motivate staff Coordinate activities Control and measure performance against targets (the set of objectives)

HL – Henry Mintzberg’s Roles of a Manager To carry out functions of management, a manager must undertake different roles. Interpersonal roles – motivating and dealing with staff Informational roles – acting as a source, receiver, and transmitter of information Decisional roles – making decisions and allocating resources to meet objectives

HL - Interpersonal Role Description of Activities Figurehead Symbolic leader of the organization Leader Motivating subordinates Selecting and training managers/staff Liaison Linking with managers and leaders of other divisions and organizations

HL - Informational Role Description of Activities Monitor (Receiver) Collecting data relevant to the business’s operations Disseminator Sending information collected from external and internal sources to the relevant people in the organization Spokesperson Communicating information about the organization to external groups

Description of Activities HL - Decisional Role Role Description of Activities Entrepreneur Looking for new opportunities to develop the business Disturbance Handler Responding to changing situations that may put the business at risk Taking responsibility when threatening factors develop Resource allocator Deciding on the allocation of the organization’s financial, human, and other resources Negotiator Representing the organization in all important negotiations