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Leadership

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CHAPTER 4 Leadership Leadership The background to leadership today Strategy and leadership Management and leadership Theoretical frameworks of leadership The ... – PowerPoint PPT presentation

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Title: Leadership


1
CHAPTER 4 Leadership
2
Leadership
  • The background to leadership today
  • Strategy and leadership
  • Management and leadership
  • Theoretical frameworks of leadership
  • The qualities or traits approach
  • The functional or group approach
  • Leadership as a behavioural category
  • The leadership styles approach
  • The situational approach and contingency models
  • Transformational leadership
  • Inspirational leadership
  • The research agenda

3
The background to leadership today
  • Leadership is a major aspect of organisational
    management
  • MSC Standards 2005
  • IiP 2003
  • CIPD 2007
  • Flexible and matrix organisational structures
  • Information and Consultation Regulations

4
Strategic leadership
  • The activities involved in the initial creation
    of an overall business or organisational
    strategy, then directing and energising
    organisational resources towards the achievement
    of that strategy.
  • It is primarily about business vision and
    mission.
  • Doing the right thing

5
Managerial leadership
  • The activities surrounding the creation,
    maintenance and development of an appropriate
    infrastructure for business operations, including
    that which involves organising the work of other
    people.
  • Management includes leadership.
  • Doing things right

6
The strategic planning process
  • Analyse the environment.
  • Identify key organisational resources.
  • Consider strategic options.
  • Choose the preferred strategic option.
  • Realign organisational resources to achieve the
    strategy.
  • Direct and energise these resources.
  • Respond to unexpected events during
    implementation.

7
MSC Occupational Standards
  • Managing self
  • Providing direction
  • Facilitating change
  • Working with people
  • Using resources
  • Achieving results
  • Source Management Standards Centre

8
The qualities or traits approach
  • The great person theory
  • Identifying the characteristics of successful
    leaders
  • Seeking these traits or qualities in potential
    leaders
  • Choosing and promoting those with the appropriate
    qualities

9
The functional approach
  • Researching what leaders actually do
  • Identifying the main leadership functions
  • Training and developing individuals to perform
    these functions
  • Monitoring performance in accordance with the
    required functions
  • Using functional analysis as the basis for
    example
  • Adair Task, Team, Individual
  • MSC 56 units of the Management Standards

10
The behavioural category approach
  • Includes the impact of leaders on the performance
    of groups
  • Ohio State and Michigan Institute studies of the
    1960s and 1970s
  • Related to McGregors Theory X and Theory Y
  • Concern for production
  • Concern for people
  • Different balances of concern produce different
    results

11
The leadership styles approach
  • Similar to behavioural approaches
  • Tannenbaum and Schmidt, 1970s
  • Relative power of managers and subordinates in
    decision-making on a continuum

Democratic style
Autocratic style
12
The situational approach
  • Mixes styles and circumstances
  • Which mix is effective in what circumstances?
  • The contingency approach
  • Hersey and Blanchard model
  • Four styles for four sets of circumstance

13
Transactional and transformational leadership
  • Transactional leadership
  • Position power and legitimate authority
  • Bargaining with rewards (and punishments)
  • Transformational leadership
  • Limited position power and authority
  • Importance of creating motivation and commitment
  • Making people want to work

14
Inspirational leadership
  • Full circle back to the traits approach?
  • The significance of charisma
  • Communicating a vision
  • Exhibiting passion and dynamism
  • Inspiring followers to achieve extraordinary
    things

15
The research agenda
  • The problems of leading in an increasingly
    complex environment
  • Virtual organisations and e-leadership
  • Telepresence
  • Globalisation and organisational leadership
  • Culturally rich theories of leadership (GLOBE
    project)
  • LMX theory of leader-member dyadic exchange
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