Leadership

LEVEL 5 Principles of management and leadership Task 1 (AC1.1, 1.2. 3.1) The intrinsic relationship between management and leadership is interlinked, explain this relationship and analyse how management and leadership style impacts on the achievement of organisational objectives There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial” – Warren Bennisthe differences between managers and leaders as follows: * The manager administers; the leader innovates. * The manager is a copy; the leader is an original. * The manager maintains; the leader develops. * The manager focuses on systems and structure; the leader focuses on people. * The manager relies on control; the leader inspires trust. * The manager accepts reality; the leader investigates it. * The manager has a short-range view; the leader has a long-range perspective. * The manager asks how and when; the leader asks what and why. * The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon. * The manager imitates; the leader originates. * The manager accepts the status quo; the leader challenges it. * The manager is the classic good soldier; the leader is his or her own person. * The manager does things right; the leader does the right thing.The difference between managers and leaders, he wrote, lies in the conceptions they hold, deep in the psyches, of chaos and order. Managers embrace process, seek stability and control, and instinctively try to resolve problems quickly – sometimes before they fully understand a problem’s significance. Leaders, in contrast, tolerate chaos and lack of structure and are willing to delay closure in order to understand the issues more fully in this way, Zalenznik argued, business leaders have much more in common with artists, scientists and other creative thinkers than they do with managers. Organizations need both managers and leaders to succeed, but developing both requires a reduced focus on logic and strategic exercises in favour of an environment where creativity and imagination are permitted to flourish.” * One of the biggest differences between managers and leaders is how they each motive people. In short, workers do as their managers say because they have to, while they obey their leaders because they want to. The most effective managers are also leaders. These managers have the actual authority required to compel workers to get their work done, along with the leadership abilities required to motivate workers to do the job well. * Managers generally have an authoritarian style, while leaders take a charismatic approach, according to a writer on the website Changing Minds. An authoritarian management style is generally characterized by the expectation that workers will do as they are told without question. Managers are not necessarily required to obtain input from workers during the decision-making process. However, leaders realize the importance of obtaining employee buy-in when implementing change in the workplace. Managers control employees, while leaders inspire.A leader is one who influences the behavior and work of others in group efforts towards achievement of specified goals in a given situation. On the other hand, manager can be a true manager only if he has got traits of leader in him. Manager at all levels are expected to be the leaders of work groups so that subordinates willingly carry instructions and accept their guidance. A person can be a leader by virtue of all qualities in him. | Select appropriate theories of management and leadership to identify management and leadership requirements in given situations 1. Behavioral theories – What does a good leader do' Behavioral theories focus on how leaders behave. Do they dictate what needs to be done and expect cooperation' Or do they involve the team in decisions to encourage acceptance and support' In the 1930s, Kurt Lewin developed a leadership framework based on a leader's decision-making behavior. Lewin argued that there are three types of leaders: a. Autocratic leaders make decisions without consulting their teams. This is considered appropriate when decisions genuinely need to be taken quickly, when there's no need for input, and when team agreement isn't necessary for a successful outcome. b. Democratic leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This type of style is important when team agreement matters, but it can be quite difficult to manage when there are lots of different perspectives and ideas. c. Laissez-faire leaders don't interfere; they allow people within the team to make many of the decisions. This works well when the team is highly capable and motivated, and when it doesn't need close monitoring or supervision. However, this style can arise because the leader is lazy or distracted, and, here, this approach can fail. Similar to Lewin's model, the Blake-Mouton Managerial Grid helps you decide how best to lead, depending on your concern for people versus your concern for production. The model describes five different leadership styles: impoverished, country club, team leader, produce or perish, or middle of the road. The descriptions of these will help you understand your own leadership habits and adapt them to meet your team's needs. Clearly, then, how leaders behave impacts on their effectiveness. Researchers have realized, though, that many of these leadership behaviors are appropriate at different times. So, the best leaders are those who can use many different behavioral styles and use the right style for each situation. 2. Contingency theories – How does the situation influence good leadership' The realization that there isn't one correct type of leader led to theories that the best leadership style is contingent on, or depends on, the situation. These theories try to predict which leadership style is best in which circumstance. When a decision is needed fast, which style is preferred' When the leader needs the full support of the team, is there a better way to lead' Should a leader be more people oriented or task oriented' These are all examples of questions that contingency leadership theories try to address. A popular contingency-based framework is the Hersey-Blanchard Situational Leadership Theory, which links leadership style with the maturity of individual members of the leader's team. 3. Trait theories – What type of person makes a good leader' Trait theories argue that leaders share a number of common personality traits and characteristics, and that leadership emerges from these traits. Early trait theories promoted the idea that leadership is an innate, instinctive quality that you either have or don't have. Thankfully, we've moved on from this approach, and we're learning more about what we can do as individuals to develop leadership qualities within ourselves and others. What's more, traits are external behaviors that emerge from things going on within the leader's mind – and it's these internal beliefs and processes that are important for effective leadership. Trait theory does, however, help us identify some qualities that are helpful when leading others and, together, these emerge as a generalized leadership style. Examples include empathy, assertiveness, good decision-making, and likability. In our article Building Tomorrow's Leaders, we discuss a series of attributes that are important for all types of leaders to develop. However, none of these traits, nor any combination of them, will guarantee success as a leader. You need more than that. 4. Power and influence theories – What is the source of the leader's power' Power and influence theories of leadership take an entirely different approach. They're based on the different ways in which leaders use power and influence to get things done, and the leadership styles that emerge as a result. Perhaps the most well known of these theories is French and Raven's Five Forms of Power. This model distinguishes between using your position to exert power, and using your personal attributes to be powerful. French and Raven identified three types of positional power – legitimate, reward, and coercive – and two sources of personal power – expert and referent (your personal appeal and charm). The model suggests that using personal power is the better alternative and, because Expert Power (the power that comes with being a real expert in the job) is the most legitimate of these, that you should actively work on building this. Similarly, leading by example is another highly effective way to establish and sustain a positive influence with your team. Another valid leadership style that's supported by power and influence theories is Transactional Leadership. This approach assumes that work is done only because it is rewarded, and for no other reason, and it therefore focuses on designing tasks and reward structures. While it may not be the most appealing leadership strategy in terms of building relationships and developing a long-term motivating work environment, it does work, and it's used in most organizations on a daily basis to get things done. Task 2 (AC2.1, 2.2, 2.3) Effective management requires one to possess certain personal and professional skills, what are these skills and compare the skills and styles of at least two successful leaders Analyse your own leadership skills and the impact it has on your work groups The ability to listen with a critical ear, extremely organized to "create" time" for establishing priorities and crisis mgmt, able to develop plans for the business and finally, follow-up, review and analysis is critical for success. Know how much leadership to offer and how much to let the individual grow on his or her own. Try to strike the right balance between specific and generic guidance so the unique individual traits of the workers come through in the business model and solutions to problems, system design and success of the firm are derived from the people running the enterprise and not from you. An excellent leader will be sensitive to this concept. 2. Manage constructively by fostering an environment respectful of all points of view but lead by driving to fulfilling progressive objectives as a first priority and blend differences of opinion decisively. To be able to really listen, relate and connect to people's needs and to derive opportunities from these needs. 2. To be able to lead through example. In this modern world of mass communication and tweeting nothing is more vulnerable than a hypocrite. 3. To have drive, which means that he/she can inspire people, motivate them to go beyond what they think they are capable of. 4. And this is very unorthodox, but nevertheless true: she/he has to be an interesting person. There are too many "leaders" graduating from business schools that are genuinely boring. It helps to be a good story teller, to be able to captivate people, a bit like the Pied Piper of Hamelin. Time to research - Understanding the information discovered - Putting your plan into play - Evaluate your success and failures - Ability to adjust your plan accordingly - Very thick skin, need to be able to live with decisions - Continue to make difficult decisions on a daily basis - Learn from all your mistakes - Finally, lead by example! Task 3 (3.2) Report on the usefulness of using theories for gaining insights into leadership requirements in given situations Great Man Theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. Learn more about the great man theory of leadership. 2. Trait Theories: Similar in some ways to "Great Man" theories, trait theories assume that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders' This question is one of the difficulties in using trait theories to explain leadership. 3. Contingency Theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation. 4. Situational Theories: Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. 5. Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. 6. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. 7. Management Theories: Management theories, also known as transactional theories, focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. Learn more about theories of transactional leadership. 8. Relationship Theories: Relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards. Did You Know' By visiting the rest of the Psychology site you can find a wealth of free psychology articles and resources, which include: * Blog and Weekly Feature Stories * Free Psychology Newsletter and E-Courses * Discussion Boards * Psychology Tests and Quizzes Leadership * Lewin's Leadership Styles * Quiz - What's Your Leadership Style' * What Is Transformational Leadership' Leadership Styles * What Is Laissez-Faire Leadership' * What Is Democratic Leadership' * What Is Autocratic Leadership' Psychology Theories * Theories of Development * Key Theories in Psychology * The Purpose of Psychology Theories Task 4 (4.1, 4.2, 4.3) Leadership requires certain skills; assess the skills required in a given job role and situations and justify the leadership and management methods selected. Adaptability 2. Decision Making 3. Achieving Alignment 4. Creating Partnerships / teams 5. Accelerating one's own learning 6. Change & Culture Orientation / Management understanding the context in which the team/the organisation operates - having a sound set of values, which lends credibility and trustworthiness - people skills, including a certain self-awareness Listening is probably the most critical skill a leader needs. Listen to the markets, customers, political environment and yes the employees. 2. Visionary - From all this input formulate a vision and strategy 3. Think globally and act locally – we are in a global economy and the world is getting flatter every day. Leaders need to understand these issues and bring down to the local markets they work with daily 4. Flexibility – the world and where we operate are changing rapidly, daily and weekly. The days of long term plans are probably behind us except in a very conceptual level. Planning should be for one year with the ability to switch a course of action quickly sometimes quarterly 5. Decisive – when faced with a challenge and all input is gathered, don’t hesitate or vacillate. Decide and move on CEO’s have it more stressful today than they ever have given the global issues they must deal with and the changes happening at a faster rate. It sounds likes like a blast to me. References http://psychology.about.com/od/leadership/p/leadtheories.htm J P Kotter (1990), A force for change, how leadership differs from management, The free press, 1st edition Jane Moyles,(2006), Effective leadership and management, the early years,OUP; 1st edition Peter G Northouse (2009) Leadership: theory and practice, Sage publishing inc, 5th edition