1. 2.4 Leadership & Management
Chapter 13

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

3. 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

4. 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

5. 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

6. 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

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

8. 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

9. 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

10. 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)

11. 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

12. 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

13. 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

14. 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