http://www.bized.co.

uk

Leadership

What is a Leader?

http://www.bized.co.uk

A Leader is someone in authority to lead others to accomplish a goal(s). A leader needs to be able to motivate others to accomplish a goal(s) while at the same time encourage others to work toward their own professional goals.

What is leadership?
Leading people
Influencing people Commanding people Guiding people

http://www.bized.co.uk

Types of Leaders

http://www.bized.co.uk

Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

3 Styles of Leadership
Autocratic Authoritarian Tells employees/students what they want done and how to do it (without getting the advice from others). Works well if you dont have much time to accomplish goals or if employees are well motivated. Generally, this style is not a good way to get the best performance from a team.

http://www.bized.co.uk

Leadership Styles Cont.

Democratic
Participative style The leader involves one or more employees/students in the decision making process (to determine what to do and how to do it). Leader maintains the final decision making authority. Allows everyone to be part of a teameveryone feels that they have participated and contributed. Encourages participation, delegates wisely, values group discussion. Motivates by empowering members to direct themselves and guides w/a loose reign. Negativeeverything is a matter of group discussion and decisiondoesnt really lead.

http://www.bized.co.uk

Leadership Styles Cont

Delegative Free Reign (lais ser faire) Leader allows employees/students to make the decisions. Leader is still responsible for the decisions. Employees/students analyze the situation and determine what needs to be done and how to do it. Leader sets priorities and delegates. Leader has little control. Team has little direction or motivation.

http://www.bized.co.uk

Types of Leadership Style

Laissez-Faire:
Let it be the leadership responsibilities are shared by all Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life Can make coordination and decision making time-consuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

http://www.bized.co.uk

A Leadership Story:

http://www.bized.co.uk

A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.

A Leadership Story:

http://www.bized.co.uk

And shouts down to the assembled group below Wrong Way!

(Story adapted from Stephen Covey (2004) The Seven Habits of Highly Effective People Simon & Schuster).

Management is doing things right, leadership is doing the right things

(Warren Bennis and Peter Drucker)

Leaders vs. Managers

LEADERS:

http://www.bized.co.uk

MANAGERS:

Innovate focus on people inspire trust have a long-range view ask what and why

Administrate focus on systems and structures rely on control have a shortrange view ask how and when

Leaders vs. Managers

LEADERS:

http://www.bized.co.uk

MANAGERS:

have eyes on horizon Originate challenge status quo do the right thing

have eyes on bottom line Initiate accept status quo

do things right

Leaders vs. Managers

LEADERS:
Focus on people Do the right things Inspire Influence Motivate Build Shape entities

http://www.bized.co.uk

MANAGERS:
Focus on things Do things right Plan Organize Direct Control Follows the rules

Common Activities
Planning Organizing Directing Controlling

http://www.bized.co.uk

Planning
Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources

http://www.bized.co.uk

Leader Devises strategy Sets direction Creates vision

Organizing
Manager Creates structure Job descriptions Staffing Hierarchy Delegates Training

http://www.bized.co.uk

Leader Gets people on board for strategy Communication Networks

Directing Work
Manager Solves problems Negotiates Brings to consensus

http://www.bized.co.uk

Leader Empowers people Cheerleade r

Controlling
Manager Implements control systems Performance measures Identifies variances Fixes variances

http://www.bized.co.uk

Leader Motivate Inspire Gives sense of accomplishme nt

Leadership Traits
Intelligence
More intelligent than nonleaders Scholarship Knowledge Being able to get things done

http://www.bized.co.uk

Personality
Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability

Physical
Doesnt see to be correlated

Leadership Styles
Delegating
Low relationship/ low task Responsibility Willing employees

http://www.bized.co.uk

Selling
High task/high relationship Explain decisions Willing but unable

Participating
High relationship/ low task Facilitate decisions Able but unwilling

Telling
High Task/Low relationship Provide instruction Closely supervise

Leadership

http://www.bized.co.uk

Types of Leadership Style

http://www.bized.co.uk

Paternalistic: Leader acts as a father figure Paternalistic leader makes decision but may consult Believes in the need to support staff

http://www.bized.co.uk

Change Leadership

Change Leadership

http://www.bized.co.uk

The most challenging aspect of business is leading and managing change The business environment is subject to fast-paced economic and social change Modern business must adapt and be flexible to survive Problems in leading change stem mainly from human resource management

Change Leadership

http://www.bized.co.uk

Leaders need to be aware of how change impacts on workers: Series of self-esteem states identified by Adams et al and cited by Garrett
Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge

Change Leadership
Self-esteem

http://www.bized.co.uk

3 1

6. Search out: 5. Testingfor meaning: 4. Acceptance/letting 3. Depression: as reality 2. Minimisation: As thego: 1. Immobilisation Individuals begin clearer, The lowest point in selfbegins to rumours ofmay changeas dawn staff work becomes to the with the change change, interact with fit and see esteemtry to circulate, feel alienatedthein the the people 7finally and angry, change sees people how start accept own they they mightfeels some starting of a askbe control feelings toto lack of able to change with theirquestions individual the makesense of shock and to see the Fear of people inevitable.change work of events overtake the for personal position and may how they might them believe change. work with feature ofwill futureis feel that itbegins and they a the disbelief try topossible depressed as self esteem this to rise. stage. to reconcile they they try much so not affect them. thatwhat so is happening worthy of own deem it with their personal situation. doing nothing. 7. Internalisation: the change is 6 understood and adopted within the individuals own understanding they now know how to work with it and feel a renewed sense of confidence and self Time esteem.

Theories of Leadership

http://www.bized.co.uk

Theories of Leadership
Trait theories: Is there a set of characteristics that determine a good leader?
Personality? Dominance and personal presence? Charisma? Self confidence? Achievement? Ability to formulate a clear vision?

http://www.bized.co.uk

Theories of Leadership
Trait theories:

http://www.bized.co.uk

Are such characteristics inherently gender biased? Do such characteristics produce good leaders? Is leadership more than just bringing about change? Does this imply that leaders are born not bred?

Theories of Leadership

http://www.bized.co.uk

Behavioural: Imply that leaders can be trained focus on the way of doing things
Structure based behavioural theories focus on the leader instituting structures task orientated Relationship based behavioural theories focus on the development and maintenance of relationships process orientated

Theories of Leadership

http://www.bized.co.uk

Contingency Theories: Leadership as being more flexible different leadership styles used at different times depending on the circumstance. Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts

Theories of Leadership
May depend on:

http://www.bized.co.uk

Type of staff History of the business Culture of the business Quality of the relationships Nature of the changes needed Accepted norms within the institution

Theories of Leadership
Transformational:
Widespread changes to a business or organisation

http://www.bized.co.uk

Requires:
Long term strategic planning Clear objectives Clear vision Leading by example walk the walk Efficiency of systems and processes

Theories of Leadership
Invitational Leadership:

http://www.bized.co.uk

Improving the atmosphere and message sent out by the organisation Focus on reducing negative messages sent out through the everyday actions of the business both externally and, crucially, internally Review internal processes to reduce these Build relationships and sense of belonging and identity with the organisation that gets communicated to customers, etc.

Theories of Leadership
Transactional Theories:

http://www.bized.co.uk

Focus on the management of the organisation Focus on procedures and efficiency Focus on working to rules and contracts Managing current issues and problems

Factors Affecting Style

http://www.bized.co.uk

Factors Affecting Style

http://www.bized.co.uk

Leadership style may be dependent on various factors:

Risk - decision making and change initiatives based on degree of risk involved Type of business creative business or supply driven? How important change is change for changes sake? Organisational culture may be long embedded and difficult to change Nature of the task needing cooperation? Direction? Structure?

How Far Can You Go?

http://www.bized.co.uk