1. 2.3 Leadership & Management

2. The Functions of Management Setting objectives and planning Organizing resources to meet objectives Directing and motivating staff Coordinating activities Controlling and measuring performance against targets Henri F ayol

3. Roles of a Manager To carry out functions of management, a manager must undertake different roles. Grouped by: 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 Henry M intzberg

4. Roles of a Manager - Interpersonal Motivating and dealing with staff: Figurehead – symbolic leader Leader – selecting staff; motivating Liaison – Linking with managers and leaders of other divisions and organizations

5. Roles of a Manager - Informational Acting as a source, receiver, and transmitter of information. Monitor – collecting data relevant to the operations Disseminator – sending information collected from external and internal sources to relevant people within the organization Spokesperson – communicating information to external groups

6. Roles of a Manager - Decisional Making decisions and allocating resources to meet objectives Entrepreneur – looking for new opportunities for new business Disturbance Handler – responding to situations that may cause risk; taking responsibility for threats as they develop Resource allocator – decides how to allocate the organizations financial, human, and other resources Negotiator – represents the organization in negotiations

7. Difference between Leaders & Managers LeadershipManagement Motivating and inspiring othersDirecting and monitoring others Innovators who encourage others to accept change Official position of responsibility in the organization Stems from personal qualities or traitsProblem-solvers Natural abilities and instinctsSkilled and qualified to perform role Believes in doing the right thingBelieves 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

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

9. 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

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

11. 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

12. Paternalistic Leadership Style A style of fatherly style typically used by dominant males where their power is used to control and protect subordinate employees who are expected to be loyal and obedient. Features – Concerned with social aspects of employees lives – Want to keep employees happy and motivated – Feedback is invited but final decisions are still made by management

13. 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

14. 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

15. 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

16. Which Style Works Best? Training of staff in applying the company’s ethical code of conduct.

17. Which Style Works Best? Trying to find a solution to a long-standing quality problem on a bread production line.

18. Which Style Works Best? An oil company responding to an environmental disaster resulting from a spillage involving one of its tankers.

19. Which Style Works Best? Teams of IT software designers working on major new IT developments

20. Video Ted Talks – Leadership Derek Sivers, 2010 How to start a movement 2 min Amy Cuddy, 2012 Your body language shapes who you are, 20 min Angela Lee Duckworth 2013, Grit leads to success, 8 min