Leadership Styles Leadership and Management Managers occupy

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Leadership Styles
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Leadership and Management

• Managers occupy a role in an organization that
  performs at least one of the management
  functions
• Planning
• Organizing
• Leading
• Controlling
• A leader is anyone who is able to influence
  others.

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Leadership and Management

• Most good managers are also good leaders.
• It is possible to be a manager and not a leader.
• It is also possible to be a leader and not a
  manager.

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Leadership Styles

• There are two basic leadership styles
• Autocratic leader
• All decision making must be retained by the
  leader because employees are either unwilling or
  unable to make reasonable decisions.
• This can be an effective management style but it
  can lead to low morale and malicious obedience
  (passive aggressive behavior).
• Sometimes called Theory X.

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Leadership Styles

• Democratic leadership
• Believe that authority should be delegated.
• Employees are both willing and able to make
  reasonable decisions.
• Democratic leadership is not a panacea.
• Can lead to greater employee satisfaction but not
  necessarily greater employee productivity.
• Can also have unexpected consequences.
• Sometimes called Theory Y.

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Leadership Continuum

• There are actually four types of leadership
  styles
• Directive autocratic
• Subordinates are allowed no discretion in
  decision making or in carrying them out.
• Permissive autocratic
• Subordinates are allowed no discretion in
  decision making but considerable discretion in
  carrying out decisions.

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Leadership Continuum

• Directive Democratic
• Allows subordinates to participate in decisions
  but supervises them closely when they carry out
  decisions.
• Permissive Democrat
• Allows subordinates great discretion in making
  decisions and in carrying them out.

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Japanese Management System

• All the rage in the 1980s due to the fabulous
  performance of the Japanese economy since the end
  of World War II.
• Stresses a number of unique elements
• Lifelong employment with seniority the basis of
  promotion
• Temporary employees are typically women and act
  as a buffer to protect mens jobs.

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Japanese Management Contd

• Participative decision making everyone who will
  feel the impact is involved in the decision until
  a consensus is reached.
• Management training emphasizes company loyalty
  and is oriented towards the group not the
  individual and is designed to emphasize team
  spirit.
• Other characteristics include daily exercise ,
  pep talks, identical uniforms, no unions, non
  specific job classifications and company outings.

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Japanese Management

• Has become far less popular since the
  difficulties with the Japanese economy in the
  1990s.
• Weaknesses such as an oversized middle management
  have become evident.
• As Japanese culture has become influenced by the
  US workers have begun to express a desire for
  greater autonomy.
• Japanese management is sometimes referred to as
  theory Z.

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Leadership Theories

• Two types of leadership theories have emerged
• Universalist theory suggests there is one best
  theory that is applicable in all situations.
• Contingency theory suggests that different
  leadership styles are required for different
  situations.

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Universalist Theory

• The trait approach emphasizes certain universal
  traits amount effective leaders.
• The leader behavior approach emphasizes the
  behavior of the leader rather than the traits
  which are more easily observable.

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The Situational Leadership Approach

• Different situations dictate a different style of
  leadership.
• Employees with a low level of development are
  best managed with a highly directive style.
• Employees also tend to be very enthusiastic which
  also suggests the leader does not have to be very
  supportive.

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Situational Leadership

• When employees with limited skill levels are
  presented with a new task requires not only a
  directive approach but also a supportive one.
• When employees have high skill level but low
  motivation a high supportive but less directive
  approach is called for.
• When employees have a high skill level and high
  motivation little support or direction is needed.

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Situational Leadership
High Directive High Supportive S2
High supportive Low directive S3
Supportive Behavior
High Directive Low Supportive S1
Low Supportive Low Directive S4
Directive Behavior
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Impact of Technology on Management

• Technology has frequently been embraced as a
  means of increasing productivity.
• Also critical is the impact on employee morale.
• Some employees feel isolated by the increase in
  technology
• Employees do not talk face to face but email each
  other.
• Employees leave voice mail rather than meeting
  face to face.
• Projects are planned, organized and executed
  without collaborators ever meeting with each
  other.

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Impact of Technology on Management

• Other employees embrace enthusiastically the
  ability of technology to make them more
  efficient.
• Technology allows for fewer employees performing
  low skill tasks and focuses on employees ability
  to perform analytical and other high level tasks.
• Technology also can provide far greater flexible
  work environment.

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Impact of Technology on Management

• Technology also poses unique challenges to
  managers.
• When dealing with employees who require a highly
  directive environment technology may be able to
  provide some of the direction.
• This is only true if the technology is well
  structured.

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Impact of Technology on Management

• Poorly structured technology or instructions can
  frustrate and alienate employees especially those
  who require a highly directive environment. (S2)
• Employees requiring less direction but motivation
  can be even more alienated by poorly performing
  technology (S3)

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Impact of Technology on Management

• Poorly performing technology requires quick
  attention by management to resolve any problems.
• When technology performs well managers have at
  times embraced solutions which maximize the use
  of technology for the sake of efficiency.

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Impact of Technology on Management

• Some extreme elements of these solutions are
• Telecommuting
• Hotelling
• Virtual office
• These solutions like leadership style need to be
  tailored to the situation.

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Impact of Technology on Management

• Employees with a high level of training and high
  motivation (S4) would likely flourish in
  environments where flexible work and work hours
  can be implemented.
• However, employees with low skill levels (S1)
  requiring a highly directive environment would
  likely perform poorly.

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Impact of Technology on Management

• Also need to also evaluate the impact of other
  work factors such as the social environment and
  team spirit.
• Employee loyalty and espri de corps could be
  unexpected casualties to a highly decentralized
  work environment.
• Managers also have expressed concern on the
  ability to monitor worker productivity.

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Impact of Technology on Management

• To address management concerns over productivity
  technology has been employed as a monitoring
  tool.
• A highly decentralized environment tends to focus
  on performance measures which are quantitative.
• Overemphasis on quantitative measures which may
  have flaws can also sacrifice employee morale so
  they need to be chosen carefully.