Leadership and Management

1
Leadership Styles
Theory X assumes employees dislike work and
attempt to avoid it Theory Y assumes employees
view work as being natural and employees seek
responsibility
McGregor, D. (1957). Proceedings of the Fifth
Anniversary Convocation of the School of
Industrial Management, The Human Side of
Enterprise. Massachusetts Institute of Technology
(April 9, 1957).
2
Leadership Styles

• The ability to determine the requirement for
  leadership in a particular situation and select
  an appropriate response
• Behavioural flexibility, to meet situational
  requirements

3
Autocratic-Democratic Decision-making
4
Continuum of Leadership Behaviour
Tell
Sell
Consult
Empower
Pull
Push
Autocratic
Democratic
Supportive
Directive
5
Team Leadership
6
Managerial Grid for Leadership Effectiveness(Blak
e and Mouton, 1964, 1978, 1985)
1
9
9
9
Country Club Manager (1,9)
Fully Functioning Manager (9,9)
Status Quo Manager (5,5)
Concern for People
Impoverished Manager (1,1)
Sweatshop Manager (9,1)
1
1
1
9
Concern for Task
7
Situational Leadership Styles
Blanchard, Ken et al (2004) Leadership and the
One Minute Manager London, HarperCollins
8
Emotional Intelligence

• Made popular by Daniel Goleman (1996)
• Ability to manage ourselves and our relationships
  effectively
• Four fundamental capabilities, each with a set of
  management competencies-

Self-Awareness Self-Management Social Awareness Social Skills
Emotional self awareness Accurate self assessment Self confidence Emotional self control Transparency Adaptability Achievement Initiative Optimism Empathy Organisational awareness Service Inspirational Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration
eiconsortium.org
emotionalintelligence.co.uk
9
Six Leadership Styles
Style Impact on Climate When Appropriate
Visionary (Authoritative) Moves people towards goals Mostly strongly positive When change requires new vision and direction
Coaching Connects people and goals Highly positive When employee needs to improve performance
Affiliative Creates harmony connects people Positive Heals rifts Build connections and team
Democratic Gets commitment Positive Build buy-in and consensus Get involvement
Pace-setting Meets challenging exciting goals Often negative To get high performance from a motivated and competent team
Commanding (Coercive) Soothes fears good in emergency Usually highly negative Kick-start a turnaround or with problem people
Based on global research with 3,871 executives
McBer Group, now The Hay Group, Boston (1996)
10
Impact of Leadership Styles
Daniel Goleman (2000)
Based on global research with 3,871 executives
McBer Group, now The Hay Group, Boston (1996)
11
Adapting Your Leadership Style

• We need to unlearn
• Increase self-awareness and take action
• The leader Id like to be
• My current practice (patterns of behaviour)
• Development needs- learning agenda and
  contract
• Experiment- behaviour, thoughts and feelings
• Practice and reflect- embed the new learning
• Develop trusting relationships- feedback

Richard E. Boyatziss theory of self-directed
learning, p 139 in, Goleman, Daniel (2003) The
New Leaders London, Time Warner Paperbacks