Leadership and Management

Sub-topics

1. Basic questions on leadership and management

2. Leadership3. The difference between leadership and

management4. Leadership theories / models

1. Basic questions

• What is leadership?• What is management?• What are their differences and similarities?• Why leadership and management become

subjects of study and research?

2. Leadership

• The process of affecting the acts and behavior of a:

- small or big - formal or informal … group of people from a person (the leader)

with the ultimate goal of making them to cooperate willingly in order to achieve the team / organizational goals in the best possible way

3. The difference between Leadership and Management: Kotter

• Leadership (dealing with change) - Specifying the direction of the organization

through the creation of a vision - Alignment of the efforts of the employees of

the organization through the vision and motivation to overcome any obstacles

3. The difference between Leadership and Management: Kotter

• Management (dealing with complex issues) - Creation of cohesion - Creation of punctuality - Design of the organizational structures - Control / adjustment of results /

performance

3. The difference between Leadership and Management: Zalesnik

• Leadership - Adoption of an energetic and personal

stance in relation to the organizational goals - Risky behavior especially when the

opportunities and rewards are important - Relates to human beings in a pro-active and

pro-emotional manner

3. The difference between Leadership and Management: Zalesnik

• Management - Adoption of an impersonal stance towards

the organizational goals - Use of human resources and their ideas for

the creation of strategic goals and decision making processes

- It has to do with people

4. Leadership Theories / Models

• Leadership Traits theories• Leadership Behaviors theories• Management Roles theories• Situational Leadership models• Exchange Leadership models• Transactional Leadership and post-form

models

4. Leadership Traits theories

• Theories that have tried to recognize: - Social - Physical - Intellectual - Personality … characteristics that distinguish and

differentiate leaders from non-leaders

4. Leadership Behaviors theories

• Particular kinds of behaviors distinguish and differentiate leaders from non-leaders

• Particular kinds of behaviors that lead to more effective leaders?

• Are democratic leaders more effective than autocratic leaders?

4. Management Roles theories: Mintzberg

• Inter-personal roles - Ceremonial - Leadership - Connection – between the employees and

the organiation

4. Management Roles theories: Mintzberg

• Decision making roles - Entrepreneur - Managing conflicts - Managing resources - Negotiator• Informational roles - Adjustment - Briefing - Representative

4. McGregor’s Theory X

• Employees don’t like their job and they will try to avoid doing it

• Employees have to be coerced, forced, threatened with punishment

• Employees try to avoid taking responsibilities and seek guidance

• Security is an important issue• Low levels of ambition / aspiration

4. McGregor’s Theory Y

• Employees like their job, they consider it something natural, a game

• Employees can be self-directed and self-controlled

• Acceptance, seeking of responsibilities• Every organizational member is capable of

making decisions, be inventive and resourceful

4. Situational Leadership models

4. Situational Leadership models: Fielder

Description of situation

Examples?

Effective

Direction

Leadership typeRelationships between leader and members

Role structure Leadership power

Good

Good

Good

Good

Poor

Poor

Poor

Poor

Fixed

Fixed

Fluid

Fluid

Fixed

Fixed

Fluid

Fluid

Possible

Impossible

Possible

Impossible

Possible

Impossible

Possible

Impossible

Production

Production

Production

Human relationships

Human relationships

Both

Production

4. Exchange Leadership models

LEADER

TRUST(εμπιστοσύνη)

HIGH INTERACTIONS(συχνές επαφές)

FORMAL RELATIONS(τυπικές σχέσεις)

In-Group

Personal compatibility and/or subordinate competence

Out-Group

Personal compatibility and/or subordinate competence

4. Transactional and post-form models

• Transactional leader - Possible monetary rewards - Leading by exception – energetic - Leading by exception – passive - Freedom without • Post-form leader - Charisma - Inspirational - Intellectual - Real interest in people