1. Management and Leadership
Lecture 2
Management and Leadership
Cambridge Management and Leadership School

2. Managing and Leading
Both managing and leading are practical activities.
There are three frequently discussed ways of ‘seeing’ the relationship between leadership and management.

3. View 1 Leadership = Management
View 1 implies that management and leadership are broadly the same thing and that the words can be used interchangeably.
In recent years, however, the term ‘leader’ is frequently used to describe someone in a professional or medical role with both management and leadership responsibilities.
A manager in in health and social care services are often expected to take leadership role in some aspects of their work.

4. View 2 Leadership Management
View 2 implies that there is a difference between the two words and that management is one of the components of leadership.
For people who take this view, leadership somehow subsumes management and may appear more highly valued.

5. View 3 Management Leadership
View 3 implies that there is a difference, but leadership is perceived as one of the components of management, possibly a function of management.

6. Management and Leadership
Kotter (1990) distinguished between management as being concerned with transactions and leadership as being concerned with transformation.

7. Management role Management role involve Planning Budgeting Organising
Staffing
Controlling
Problem solving
Create a degree of predictability and order

8. Leadership role
Leadership roles are more concerned with establishing vision and direction, communication the direction and aligning people, inspiring and motivating them and producing change.

9. Tannenbaum and Schmidt’s Leadership styles
Tannenbaum and Schmidt studied leadership styles in the 1950s. They identified following seven points:-
Tell (announce a decision and expect everyone to act accordingly).
Sell (explain the decision but do not invite discussion).
Discuss (present the decision and invite questions).
Negotiate (present a tentative decision subject to change after discussion).
Consult (present problem for discussion and sharing of ideas before the leader makes the decision).
Delegate (leader defines limits to enable decisions to be made by team members)
Collaborate (shared decision making and monitoring of progress)
(Adapted from Van Maurick, 2001)

10. Contingency Theory of Leadership
Focused on the flexibility of a leader to choose and adapt an approach in response to different situations – contingencies.
Fiedler (1967) identified three elements that indicate whether the situation is favourable to the leader
Whether the leader is liked and trusted by group members;
Whether the task is clearly defined and well structured;
The power of the leader has to reward and punish suborindates.
He found that a situation is very favourable to the leader when all three of these elements are strong.

11. Leadership Role John Adair, 1983

12. Transformational Leadership
The main focus in ideas about transformational leadership is on people and change as something achieved by people
Peter Senge (1990) proposed that there are five essential disciplines that underpin organisations that are successful in learning from experience and transforming themselves to be effective in changing situation.
(five essential disciplines Next Slide)

13. Transformational Leadership
System thinking – concerned with the ways in which an organisation achieves its purposes and the extent to which each component part makes a contribution;
Personal mastery – the abilities of individuals to manage themselves and their self-development
Mental models – our conceptual view of the world that might need to be revised as the world changes;
Building sharing visions – the ability to develop collective imagination;
Team learning – learn as a team from shared experience.

16. Competence and disposition in transformational leaders

17. Competence and disposition in transformational leaders

18. Themes and elements of Leadership in Public Services
Persons – characteristics, behaviour, skills and styles of leaders;
Positions – both formal authority and those perceived to be influential
Processes – between individuals, group and organisations, and partnerships
(Hartley and Allison, 2000)
Health and care services increasingly work across traditional organisational boundaries to find better ways of responding to needs of service users.

19. Developing your Style Always plan Motivate your team
Create encouraging team environment
Set individual targets in the team
Create a culture of discussion
Track progress
Delegate decisions to individuals
Train and develop people
Explain your decisions to help people to implement them
…………. What else

20. 5 form of Leadership behaviour in health and care services
Setting an example
Developing your ‘image’
Projecting self-confidence
Influencing others
Establishing personal authority