1. Leadership styles

2. Leadership interpersonal influence interpersonal influence directed toward the achievement directed toward the achievement of a goal or goals of a goal or goals

3. Management vs. leadership Which is the difference? Which is the difference?

4. Aspects of leadership Motivation Motivation Change Change Inspiration Inspiration Influence Influence

5. 1. Trait theories of leadership Personal, social and even physical characteristics inherent to a leader Personal, social and even physical characteristics inherent to a leader E.g. Results oriented, self-confident,… E.g. Results oriented, self-confident,… Problems: inherent or learned? Problems: inherent or learned? –Dif. leaders and situations

6. 2. Behavioral theories Not traits, but behaviour counts Not traits, but behaviour counts Training programs Training programs Style of leadership Style of leadership –Orientation on people –Results-orientation  Managerial grid (R. Blake, J. Mouton)

7. Leadership styles – managerial grid

8. 3. Situationist theories From 60’s From 60’s Not one universal leadership style Not one universal leadership style

9. 4. Transaction management and transformation leadership Transaction – business between manager and worker Transaction – business between manager and worker Uses traditional motivation means Uses traditional motivation means –Management by exception (you did this false and at mustn’t be iterated) –Conditional awards

10. Transaction management and transformation leadership Transformation – based on emotionality Transformation – based on emotionality –Clear and emotional vision –Charisma –Confidence –Respect to workers –Thinking stimulation

11. Transaction management and transformation leadership Transaction manager Transaction manager –Immediate results –Determines structure and conditions of work –Solves problems himself –Conservates –Plans, organizes –Formal position –Systematical, effective Transformation leader Transformation leader –Looks in future (vision, strategy) –Delegates competences –Teaches people dealing with problems –Finds st. better –Coaches, developes people –Personal influence –Charismatic

12. Power and authority Power – ability of an individual to affect other’s person behavior in order to get desired outcomes (even against his will) Power – ability of an individual to affect other’s person behavior in order to get desired outcomes (even against his will) Authority – voluntary accepting of other’s influence on my own behavior Authority – voluntary accepting of other’s influence on my own behavior

13. Types of authority Authority of position Authority of position Authority of expertise Authority of expertise Authority of charisma Authority of charisma

14. Leadership styles – other concept Authocratic (authority of position; directions;no discussion; ex.: army) Authocratic (authority of position; directions;no discussion; ex.: army) Democratic (ballanced centralization- decetralization, consensus and expert view preferred) Democratic (ballanced centralization- decetralization, consensus and expert view preferred) Liberal (manager doesn’t use authority, self-organization) Liberal (manager doesn’t use authority, self-organization)

15. ??? Which authority and leadership style do you observe at the university? Which authority and leadership style do you observe at the university?

16. Management techniques 1. Management by objectives –Form coherent set of objectives –Realization of each objective supports fulfilling themost crucial objectives of organization –Detailed planning-in competence of workers

17. 2.Management by Exception Work is divided to common and exceptional Work is divided to common and exceptional Limits of common anomalities Limits of common anomalities Managers need not deal with comon problems Managers need not deal with comon problems

18. 3. Management by Delegation What can be handled at lower rank, should not be handled at higher rank What can be handled at lower rank, should not be handled at higher rank Managers task – controll Managers task – controll Distinction between executive and managerial activity Distinction between executive and managerial activity

19. 4. Management by motivation Identify motivation factors of people Identify motivation factors of people Motivation vs. Stimulation Motivation vs. Stimulation Coherence between targets of employees and targets of organization Coherence between targets of employees and targets of organization

21. Teams and team roles

22. Teams and groups Key acpects of group existence (Organ, Bateman): Key acpects of group existence (Organ, Bateman): –Psychological linkage (consciousness of membership) –Interaction and interdependence –Common objective(s) –Awards and satisfactions

23. Teams and groups Which is the difference? Which is the difference?

24. Teams and groups Group: a number of persons BOUND together by common social standards, interests Group: a number of persons BOUND together by common social standards, interests Team: a group of people ORGANIZED to work together. Team: a group of people ORGANIZED to work together.

25. Types of groups and teams Formal and informal Formal and informal Small, middle, large Small, middle, large Membership and referential Membership and referential Temporary and permanent Temporary and permanent Etc. Etc.

26. Stages of forming group (Tuckman) 1. Forming 2. Storming 3. Norming 4. Performing

27. Specific elements of group behavior Power, authority (influence) Power, authority (influence) Group decision making Group decision making Leadership Leadership Social facilitation/loafing Social facilitation/loafing

28. Successful teams Clearly formulated objectives Clearly formulated objectives Appropriate structure Appropriate structure Members ready to action Members ready to action Climate of cooperation Climate of cooperation External support and recognition External support and recognition Competent leader Competent leader

29. Dicision making in team (risks) Illusion of invulnerability Illusion of invulnerability Stereotypes Stereotypes Assumption of morality (members automatically assume moral value of team and its objectives) Assumption of morality (members automatically assume moral value of team and its objectives) Racionalization Racionalization Autocensorship and illusion of unanimity Autocensorship and illusion of unanimity Censorship (e.g. protecting some members from negative info.) Censorship (e.g. protecting some members from negative info.) Direct or indirect group pressure Direct or indirect group pressure

30. Team roles Different qualities of team members in respect of team functions Different qualities of team members in respect of team functions patterns of behaviour patterns of behaviour M. Belbin: „Tendency to behave, contribute and interrelate with others in a particular way.“ M. Belbin: „Tendency to behave, contribute and interrelate with others in a particular way.“

31. Team roles M. Belbin M. Belbin –Studied groups of managers –From various countries –Psychometric tests –Changing of group composition –9 clusters of behavior underlying team success

32. Action-oriented roles Shaper Shaper Implementer Implementer Completer Finisher Completer Finisher

33. People-oriented roles Co-ordinator Co-ordinator Teamworker Teamworker Resource investigator Resource investigator

34. Cerebral roles Plant Plant Monitor evaluator Monitor evaluator Specialist Specialist