Leadership and Management

Mind Map Chapter 13.

Leadership is the art of motivating a group of people towards achieving a common

objective.
Styles of leadership:
Autocratic leaders: these are leaders that will take decisions on their own without asking
others. This style of leaders set business objectives themselves, issued instructions to workers
and check to ensure that they are carried out. Employees of an autocratic leader will not show
initiative because they become dependent on their leader. One-way communication will be
mostly used in this style of leadership; this has a negative effect on the motivation levels of the
employees.
o Ex: armed forces, police
Democratic: democratic leaders will engage in discussion with other workers before taking
decisions. Communication is established on the two-way principle so everybody has the
opportunity to respond and to initiate discussion. Democratic leaders have to have good
communication skills. In this style of leadership better decision can be made as everybody may
contribute and can offer valuable work experience to new situations. Motivations levels of
employees are higher.
Laissez-faire: it literally means let them do it. It means that workers can carry out and take
decision themselves within very broad limits. It is kind of a extreme version of democratic style
Situational: This type of leader will adapt their style of leadership to the task or job that needs
to be undertaken and the skills and experience of the group being led.

Effectiveness of leadership styles

The style of leadership used depends on many factors:

the training and the experience of the workforce available

degree of responsibility that they are prepared to take on the amount of available time
the management culture and background
the manager
the important of the issue

What makes a good leader?

A desire to succeed and natural self-condence

Ability to think beyond the obvious, in other words to be creative
Encourage others to do the same multi-talented enabling them to understand discussions about
a wide range of issues affecting their business incisive mind that enables the heart of an issue to
be identied rather than unnecessary details
Leadership theories.-

Likerts four leadership styles

This theory focus on how decisions are taken by management and the degree to which people are
involved in decision-making and like identified 4 styles:

Exploitative authoritative: the leader shows little concern for employees and their views, and
adopts threats and other fear-based methods to ensure staff conform with decisions. One way
communication is mostly used
Benevolent authoritative: a combination of centralized decision making considering views from
other people, rewards are used to encourage good performance. Two way communication may
be used en there can be some delegation in decision making but manager take the decisions on
all major issues
Consultative: the leader make efforts to listen to others but decision are done centrally.
Although the employees are consulted, their opinions may be ignored
Participative: the leader makes full use of participative methods of decision-making. There is
genuine participation of people lower at the organization and there tend to be closer working
among the organization.

Fiedlers contingency theory

Classifies leaders into two categories based on the LPC scale depending on whether the leader is
unfriendly or friendly. A high LPC indicates a orientated leader who is concerned with his personal
relations and sensitive to others feelings. A lower LPC suggest a task-orientated leader, who is eager
and impatient to get on with the job and has a no-nonsense attitude to getting the job done.

Blake and Mouton managerial grid

They proposed 5 types of leadership based on the leaders relative concerns for people or production

Country club leadership: the leader is concerned too much about the needs of the employees
but production suffers due to lack of control and direction.
Produce leadership: production needs are more important and the peoples needs. Decision are
taken autocratically and fear and punishment is used to motivate workers.
Middle of the road leadership: this style of leadership is a balance between the two concerns of
a leader, production and people. Neither people nor production needs are met and leader
doesnt expect more than a average performance
Impoverished leadership: these style is the least effective. There is no concern for production or
the peoples needs. The result is disorganization and dissatisfaction
Team leadership: the pinnacle of the leadership styles. If workers are involved in the
organizational purpose and determining objectives they will be committed to the organization,
this creates a team environment and satisfies both needs.
Tannenbaum and Schimdt- a leadership continuum.

These two writers developed a continuum of control and decision-making, shared between leader and
followers. To start with, the leader has most of the control over decision- making but gradually passes
this over to the subordinates as they develop their capability, commitment and maturity. Leaders can
retrieve some if an emergency situation arises for which the subordinates have no experience.

Functions of management

The manager is the one who is responsible for setting objective, organizing resources and motivating
staff so that the aims are met.

There are some differences between leadership and management.

leadership
Motivating and inspiring others
Innovators who encourage others to accept
changes
Natural abilities and instincts
Stems for personal qualities or traits
Respected and trusted by followers
Believes in doing the right thing
Creates and develop a culture of change
management
Directing and monitoring others
Problem-solvers
Official position of responsibility in the
organization
Skilled and qualified to perform role
Believes in doing things right
Listened to by other because of status- not
necessary personality
Accepts and conforms to norms of organization

Acoording to Henry Fayol a manager is responsible for:

- Setting objectives and planning

- Organizing resources to meet the objectives
- Directing and motivating staff
- Coordinating activities
- Controlling and measuring performance against targets

Charles handy

He thinks that nowadays new skills are needed in order to get people committed and excited. These
skills are the e factors, like excitement, effervescent, enthusiasm, energy.

Peter Drucker

He divided the job of a manager into five main tasks:

1) Sets objectives
2) Organizes
3) Motivates and communicates
4) Measures
5) Develops people
Mintzbergs management roles

The roles a manager has to undertake in order to carry out his functions are divided into three groups:

- Interpersonal roles: dealing with and motivating staff at all levels of the organization
- Informational roles: acting as a source, receiver and transmitter of information
- Decisional roles: taking decisions and allocating resources to meet the organizations objectives