Managers are people who do things right. Leaders are people who do the right things

LEADLISTENINGENTHUSIASMEARGUMENTINGDIRECTING

Why do we need leaders? Incomplete organisational structure External change Internal change Motivate, inspire and influence

Leadership roles Policy issues, strategic decision making & structural change [Origination = top managers on system level] Interpret strategic decisions and design method of implementation [Interpolation = intermediate-level managers on subsystem level] Implement policies and procedures efficiently [Administration = lower-level managers with know-how]

Approaches to leadership [100 years]traits approachBehavioural approachSituational approach

Early theories of leadership: Traits theories or Great-Man theoriesTrait theories are about "Who is a leader? The theories identify certain personality types and concern well-known personalities who possess distinguished innate characteristic, or just were at the right place at the right time. Examples: Ghandi, Churchill etc.

The Great Man TheoryTraits: Physical traits, intelligence, personality traitsStogdill (1948): revised 124 studies of leadership & found only 3 attributes for most leaders:HeightIntelligenceInitiative

Who is your leader?Lord et al (1984) found that group ascribed to leaders 3 attributes:IntelligenceDominanceMasculinity

Changes between 1948 and 1984McCare, Robert R. (2000): Trait Pychology and the Revival of Personality and Culture StudiesWhat are these changes based on? PEAK

Leaders behavioursStogdill & Coons (1957) identified 9 dimensions of behaviour:

InitiationMembershipRepresentationIntegrationOrganizationDominationCommunicationRecognitionProduction

Factor analysis of the 9 dimensions gave 2 large factorsConsiderationHelping subordinatesDoing favoursExplainingInitiating Structure Getting subordinates to follow rulesSetting performance standardsMaking roles explicit

Behavioural theories [styles]: What the leader does rather than who the leader isThe way someone performs the task: Charismatic Theory Authoritarian Democratic Laissez-Faire Task vs Relationship (Blake & Mouton)

Autoritarian stylesStrong controlDominanceOrders to be followedDirections are commandsCriticism is common

Democratic styleParticipative and less controllingControl is shared by the groupStimulation and quidance instead of commandsGroup responsiblity for the outcomes is based on:Active participationResponsibility for oneself and for the welfare of the groupConcern and consideration for each group member

Laissez-Faireinactive, passive, nondirectionalLack of limitsControl is left to the groupIndependent non-co-ordinated activitiesHighly self-directed, motivated and selv-organised groups could here become highly creative and productive

Task vs. relationship[Blake & Mouton]Task oriented leader:Get the work done and encourage group productivity.

Relationship oriented Leader Secure interpersonal relationships through activities that meet the needs of group members

The task and relationship orientations are bipolar. The leader can be high in one scale and low on another. It is also possible to balance between task and relation.

Tannenbaum & Schmidt