1. Leading your work team
WORKSHOP 2 Leadership versus Management

2. Objectives Explain the difference between leadership and management
Describe when to lead, and when to manage
Explain different leadership styles, and how/ when to use them
Explain the impact of leadership
Commit to a reflective personal development plan to improve your skills

3. Thinking about the last workshop …
what did you learn?

4. leadership

5. Leadership & Management – Differences?
Exercise

6. Fundamental Difference
Leadership is about people & direction, with a long term time horizon
Whereas management is about implementing & organising based on that direction, with a more immediate time horizon

7. Leadership Qualities

8. Leadership Qualities – What do you Need?
exercise

9. Leadership Qualities True to self Consistent Open Enthusiastic
Clear on your issues & stick to your game plan, values & beliefs
True to self
People respond well to consistency in standards & methods
Consistent
Encourages innovation & benefits from flexibility
Open
Fosters energy and overcomes inertia
Enthusiastic
Encourages prioritisation, alignment & motivation
Visionary
People want to support charismatic people
Charismatic
Stops ‘give up’ behaviour and encourages accountability
Persevering
Allows focus on the key issues
Honest
Overcomes bureaucracy & artificial barriers
Audacious

10. What do Leaders do? See it as it is … honesty!
truthful to self and others in a non judgemental way
allows a focus on the key issues
See it better than it is … vision!
opportunity to create something outstanding
drives growth & creativity through stretching
Plan & take action … outcome-orientated
overcomes fear to get the group moving
leads by example

11. Leaders also … Work on the environment
Support, coach and mentor others
Continually stretch but support people
Look for opportunities to celebrate
Make sense of life and work

12. the leadership question?
What is the most difficult aspect of leadership?
the leadership question?

13. management

14. Management has changed …
Command & Control
Manager as RULER
Decides, Instructs, Directs, Tells
Manager as Catalyst
Manager as FACILITATOR/ COACH
Fosters consensus from team on both Problems & Solutions

15. Management Responsibilities
Implement organisation vision, plans efficiently & successfully
Set goals, objectives, match people to tasks
Delegate
Manage team/ individual performance
Motivate, develop, support
Communicate °
Manage discipline

16. Managers & Leaders MANAGERS LEADERS Need a mix of BOTH! Control
Short-term
Status-quo
Systems
Procedures
Targets
KPI’s
Inspiration
Motivation
Vision
Improvement
People
Culture
Values
Need a mix of BOTH!

17. 6 Core Components of Effective Leadership
Inspire Trust & Confidence
Clarify Purpose & Direction
Align Systems & Processes
Know the People
Release Potential
Influence, Communicate & Engage

18. leadership styles

19. Transactional vs. Transformational
Leadership styles

20. Understanding the Different Leadership Styles
Transactional
Transformational
Clarify immediate goals & objectives (what next…)
Establish long term vision (where we’re going…)
Create structures & processes for control (Micro-management)
Create a climate of ‘enablement’ (Release)
Direct & solve problems
Empower people to control themselves; manage problem-solving
Maintain or repair current situation (Revolution)
Continually evolve & improve (Evolution)
Plan, organise & control work
Coach, nurture & develop people
Power comes from position & authority
Power comes from influence & consensus

21. Leadership Styles
Autocrat
Laissez-faire
Democrat

22. Autocrat Dominates; unilateral approach Authoritarian
Focus on a singular objective
Tends to create passive resistance from followers
BUT … good style in a crisis; urgent situation

23. Laissez-faire Exercises little control over team
Team ‘left to their own devices’
Leader does not participate
Creates uncertainty; floundering; lack of progress
BUT … good style when team is highly motivated & skilled, & do not require leader involvement

24. Democrat Decisions made by consulting the team
Leader still maintains control; encourages participation from all team members
Team given freedom to decide how best to tackle a problem or objective
Leader values input & discussion
BUT … beware leader being seen as unsure; where everything is open for debate

25. Leadership Styles Skill/ Will
Level 5 Operational Management Programme
Leadership Styles Skill/ Will
COACH
CONSULT & DELEGATE D E S I R
DIRECT
MOTIVATE
A B I L I T Y
Landsberg, M. 2008
Awbery Management Centre Ltd (c)

26. Level 5 Operational Management Programme
To Direct
Low Ability/ Low Desire
Set clear goals and standards
Present a clear rationale as to why it needs to be done
Structure task to allow quick wins
Supervise and give regular feedback
Provide training to improve ability 
Awbery Management Centre Ltd (c)

27. To Coach Low Ability/ High Desire
Invest time early on to answer questions & explain
Schedule regular short coaching sessions to support the skills development
Create a risk free environment to allow for early mistakes/ learning
Relax control as progress is shown

28. To Motivate High Ability/ Low Desire Identify reasons for low desire
Enthuse by linking to individual’s personal motivations
Give positive feedback and praise progress
Creative incentives

29. To Consult & Delegate High Ability/ High Desire
Provide freedom to do the job, setting objectives but not the method
Encourage individuals to take on extra responsibility
Take appropriate risks, giving more stretching tasks
Don’t micro-manage
Involve in decision making
Don’t ignore – delegate, don’t abdicate

30. What is your Leadership Style?
exercise

31. What Impact do Leadership Styles have?

32. influence

33. Influence – a Definition
“the capacity to have an effect on the character, development, or behaviour of someone or something, or the effect itself” Oxford English Dictionary
What we really mean is …
the ability to persuade another person (or people) to accept a particular point of view
to change their minds
to adopt a specific agenda or take a desired course of action
influence is 360º

34. Influence Is a vital skill We have all experienced its’ effects
either as the person being influenced
or as the person seeking to influence another
Our ability to use influence effectively determines our success or failure in many areas of our lives

35. Influencing Styles PUSH style PULL style
To become an effective influencer requires ability to use different ways of using influence
Varies depending on the persons and circumstances involved at that time
Two main styles of influence are:-
PUSH style
PULL style

36. PUSH style Directive, authority, commanding, telling
Tell people what you need or want them to do
Give reasons why & how …
BUT does not invite much discussion, comment or debate
Key behaviours are:-
giving information
proposing
shutting out

37. PULL style Collaborative, involving, supportive, explain
Use questions to help people understand why and how they should do what you want
Key behaviours are:-
seek information from others
invite their views, comments, proposals
helps achieve consensus
builds commitment, motivation and ‘buy in’

38. Which Style to Use? It depends …
on the person you are seeking to influence
the circumstances or context
what it is you want them to do
time frame/ time constraints
PUSH – your proposals could be shot down
PULL – you can test your proposals
so you need to be flexible
also be willing to adapt your views

39. Influence
exercise

40. personal development plan
Time to reflect …
personal development plan

41. What are YOU prepared to commit to?
action plans

42. questions?

43. SUMMARY Explain the difference between leadership and management
Describe when to lead, and when to manage
Explain different leadership styles, and how/ when to use them
Explain the impact of leadership
Commit to a reflective personal development plan to improve your skills