Leadership & Management

1. Leadership & Management Unit 2 Human Resources HL ONLY

2. Learning Objectives • Discuss whether successful leadership results from natural skills or is a consequence of circumstances • Apply the theories of Likert, Fiedler, Blake and Mouton, Tannebaum and Schmidt • Understand the difference between leadership and management • Explain the key functions of management by referring to theories of Fayol and Drucker

3. Leaders Managers Inspire people Build relationships Take risks Have followers Enact the plan Use their authority Manage risks Have subordinates In reality, both are closely linked

4. What makes a good leader? • A desire to succeed and natural self confidence • Ability to think beyond the obvious • Multi-talented

5. Leadership theoriesLikert’s 4 Leadership Styles • Identified 4 main styles of leadership • These focus on how decisions are taken by management and how involved people are • Exploitative authoritative • Benevolent authoritative – centralised decision making with a concern for other people • Consultative • Participative

6. Feidler’s Contingency Theory • Shows the relationship between the leader’s orientation or style and group performance under differing situational conditions • Based on determining the orientation of the leader (relationship or task), the elements of the situation (leader-member relations, task structure, and leader position power), and the leader orientation that was found to be most effective as the situation changed from low to moderate to high control • Fiedler found that task oriented leaders were more effective in low and moderate control situations and relationship oriented managers were more effective in moderate control situations

7. Blake and Mouton Managerial Grid • The Managerial Grid is based on two behavioral dimensions: • Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task • Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task

13. Tannenbaum & Schmidt – A Leadership Contuim • Shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager • As the team's freedom is increased, so the manager's authority decreases

14. Manager makes decision and announces it Manager makes decision and then "sells" decision

15. The functions of management

16. Suggested 5 key functions of management • Setting objectives & planning • Organising resources • Directing and motivating staff • Co-ordinating activities • Controlling and measuring performance Henry Fayol

17. The management guru’s management guru • His five basic principles of management remain as valid as ever: • setting objectives • organizing • motivating and communicating • establishing measurements of performance and • developing people Peter Drucker