HUMAN

RESOURCES

Topic 2.3 (SL)

1

Leadership

and

ManagementPages 163 - 171

2

3

4

Assessment Objectives:AO1Demonstrate knowledge and understanding

AO2Demonstrate application and analysis

AO3Demonstrate synthesis and evaluation

AO4Demonstrate a variety of appropriate skills

5

Content Objectives:

AO2: To apply and analyseThe key functions of managementManagement vs leadership

AO3: To synthesize and evaluateDifferent leadership style

• Autocratic • Paternalistic• Democratic• Laissez faire• Situational

How ethical considerations and cultural differences may influence leadership and management styles in an organization

6

Language Objectives:LO1Reading informative texts: determine two or more central ideas of a given case study LO2Writing: write arguments to support claims using evidence from a case studyLO3Listening: build on others’ ideas and participate in discussions.LO4Speaking: make strategic use of digital media textual and other interactive elements in presentations.

7

Key functions of management (AO2)

(i) By Henri Fayol (1841-1925) 

Management operates through various functions:

8

Planning

Setting the course of action to achieve organization objectives.

Involved in setting both tactical and strategic plans

Commandinggive instructions and orders to their teams and subordinates

Enforce discipline to prevent slack and non-compliance

9

Controlling/Monitoring

Take corrective measures if targets are not met.

Coordinating

Ensure all departments strive to achieve goals of the organization

Organising (Implementation)

Organize resources to achieve corporate objectives

Delegating and allocating tasks to workers, ensure that deadlines are met10

(ii) By Charles Handy (2001)

Managers as General Practitioners

Comparing personal health problems

with the well-being of a firm, such as

the level of staff turnover, productivity

and customer satisfaction. If there are

health problems in the business, then

managers must deal with these.

11

Managers as Confronters of

Dilemmas

As managers are well paid they have to

deal with a constant flow of dilemmas

(problems) e.g. managers are required

to let go of some authority when

delegating work to their teams, but they

must also retain control of the assigned

task. The dilemma is that mangers may

need to let go in order to gain the trust

of their staff.

12

Managers as Balancers of cultural

Mixes

The manager’s role is to balance the

cultural mix in an organization in order

to get the best out of each individual.

13

(iii) By Peter F Drucker (1909 - 2005)

Setting organizational

objectives

Managers are involved in setting and

communicating organizational

objectives.

Organizing tasks and people

Managers establish systems to

ensure the different functional areas

of the business are integrated to

achieve the organizational

objectives.

14

Communicating with and motivating

employees – for the workforce to be

efficient and productive, managers

must build teams that are motivated

in achieving organizational objectives.

Developing people – managers are

responsible for bringing out the best in

their people. This may be done through

giving employees opportunities to take

on responsibilities 15

Measuring performance – managers

should measure each and every

employee’s job performance through a

system known as ‘Management by

Objectives’ i.e. job performance

measured by the extent to which he/she

meets the objectives that have been set.

16

Leadership vs Management (AO2)

https://www.youtube.com/watch?v=wVTTBXlAGvI

Leaders and Managers differ on several

issues namely:

Time and devotion – management is an

8am to 5pm obligation whereas

leadership is about being responsible

24-hours each day.17

Roles and responsibilitiesLeaders are accountable for a much broader range of responsibilities including taking care of strategic decisions whereas managers deal with more routine responsibilities including how best to administer the day-to-day operations of a business.

18

Influence on others

Instructions and orders from managers

are listened to because they are in an

official position of authority.

Leaders, however, inspire and motivate

their followers through action. They also

focus on people and their emotional

feelings, rather than concentrating on

task or rationality.

Hence, leaders are much more socially

involved than managers.

19

Risk-taking Managers follow predetermined rules and

policies set by the organization. They tackle

a particular task by keeping order and

control.

Their focus tends to be on accomplishing

tasks. They set an example to their

subordinates and this shape part of the

organization’s culture.

Leaders are more radical in their thinking.

They will change the status quo (the norms

within the organization) in order to move

the organization forward.

20

Vision

It is the vision that leaders have that

separate them from mangers. Leaders

create a culture of hope, getting their

people to where they have not been

before, whereas managers abide by the

procedures and culture of an

organization.

21

22

23

Nature of Leadership

A leader is a person who influences

and inspires others to get things done.

An effective leader will promote

loyalty, motivation, respect and trust

from the workforce. https://www.youtube.com/watch?v=pYKH2uSax8U

24

25

26https://www.youtube.com/watch?v=fh1uff62SO8

27

Leadership Styles (Ao3)

Autocratic https://www.youtube.com/watch?v=OGnoL7-v1Sw

Leadership style in which the leader

dictates policies and procedures,

decides what goals are to be

achieved, and directs and controls all

activities without any meaningful

participation by the subordinates.28

The autocratic leader (Lewin, Lippitt, &

White, 1939) is given the power to

make decisions alone, having total

authority. This leadership style is good

for employees that need close

supervision to perform certain tasks.

29

Creative employees

and team players

resent this type of

leadership, since

they are unable to

enhance processes

or decision making,

resulting in job

dissatisfaction.30

31

Democratic https://

www.youtube.com/watch?v=pMGrXTu3PDQ

Style of leadership in which the leader involves subordinates in goal setting, problem solving, team building etc., but retains the final decision making authority.

The democratic leader (Lewin, Lippitt, & White, 1939) listens to the team's ideas and studies them, but will make the final decision

32

Team players contribute to the final

decision thus increasing employee

satisfaction and ownership, feeling their

input was considered when the final

decision was taken.

When changes arises, this type of

leadership helps the team assimilate the

changes better and more rapidly than

other styles, knowing they were

consulted and contributed to the

decision making process, minimizing

resistance and intolerance.

33

A shortcoming of this leadership style

is that it has difficulty when decisions

are needed in a short period of time

or at the moment.

34

Paternalistic https://www.youtube.com/watch?v=hRV32NBlTSM

Treat employees as if they were family members by guiding them through a consultation process

Acts as fatherly figure to protect and control, expect workers to be loyal and obedient.

Negative: perceive workers as incapable, lead by guidance and control

Positive: perceive workers as highly capable, nurture and develop workers35

Laissez -Faire https://www.youtube.com/watch?v=ZO4ljUZY3ls

Non-authoritarian leadership style.

Laissez faire (French for, allow to pass

or let go) leaders try to give least

possible guidance to subordinates, and

try to achieve control through less

obvious means.

They believe that people excel when

they are left alone to respond to their

responsibilities and obligations in their

own ways.

36

The laissez-faire ("let do") leader (Lewin,

Lippitt, & White, 1939) gives no continuous

feedback or supervision because the

employees are highly experienced and

need little supervision to obtain the

expected outcome.

Shortcoming: This type of style is also

associated with leaders that don’t lead at

all, failing in supervising team members,

resulting in lack of control and higher

costs, bad service or failure to meet

deadlines

37

Leadership Styles (Ao3)

38

Situational leadership

This leadership style presumes that

different leadership styles are better in

different situations, and that leaders

must be flexible enough to adapt their

style to the situation they are in.

39

A good situational leader is one who

can quickly change leadership styles

as the situation changes. Most of us

attempt to do this in our dealings with

people: we try not to get angry with a

new employee, and we remind

forgetful people.

40

In essence, situational leadership is

about using the right person (leader)

and the right style for the right

situation e.g. a crisis will call for a more

authoritarian leadership whereas a

laissez-faire approach can be adopted

for managers with highly skilled and

empowered staff.

41

Situational leadership suggests that

managers and leaders must be able

to change and adapt their style to

different situations. Some factors

that may affect situational

leadership styles are:

Culture: what type of culture exists

within the organization and what are

the group norms?42

Leader: how much trust do leaders have

in their subordinates and what is their

preferred (or natural) leadership style?

Organization: are there tall or flat

hierarchical structures?

Task: to what extend are the tasks

difficult, urgent or important?

Subordinates: what are their level of

skills, motivation and unity of the

employees? How many employees are

there? https://www.youtube.com/watch?v=NUGdw3S_FGE

43

44

Watch this videohttps://www.youtube.com/watch?v=XKUPDUDOBVo

(5 minute summary)

45

The preferred leadership style depends on:

o Cultural styles of leadership

o Leader’s personal values and moral judgement

Trends:

o Move away from autocratic toward a more democratic style

o Employees have a role in decision-making

o Knowledge and understanding of differences globally affect how managers and leaders behave in a cross-cultural situation.

46

Leadership, Management & CUEGIS

47

Leadership, Management & CUEGIS