Leadership

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CHAPTER 4 Leadership
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Leadership

• The background to leadership today
• Strategy and leadership
• Management and leadership
• Theoretical frameworks of leadership
• The qualities or traits approach
• The functional or group approach
• Leadership as a behavioural category
• The leadership styles approach
• The situational approach and contingency models
• Transformational leadership
• Inspirational leadership
• The research agenda

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The background to leadership today

• Leadership is a major aspect of organisational
  management
• MSC Standards 2005
• IiP 2003
• CIPD 2007
• Flexible and matrix organisational structures
• Information and Consultation Regulations

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Strategic leadership

• The activities involved in the initial creation
  of an overall business or organisational
  strategy, then directing and energising
  organisational resources towards the achievement
  of that strategy.
• It is primarily about business vision and
  mission.
• Doing the right thing

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Managerial leadership

• The activities surrounding the creation,
  maintenance and development of an appropriate
  infrastructure for business operations, including
  that which involves organising the work of other
  people.
• Management includes leadership.
• Doing things right

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The strategic planning process

• Analyse the environment.
• Identify key organisational resources.
• Consider strategic options.
• Choose the preferred strategic option.
• Realign organisational resources to achieve the
  strategy.
• Direct and energise these resources.
• Respond to unexpected events during
  implementation.

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MSC Occupational Standards

• Managing self
• Providing direction
• Facilitating change
• Working with people
• Using resources
• Achieving results
• Source Management Standards Centre

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The qualities or traits approach

• The great person theory
• Identifying the characteristics of successful
  leaders
• Seeking these traits or qualities in potential
  leaders
• Choosing and promoting those with the appropriate
  qualities

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The functional approach

• Researching what leaders actually do
• Identifying the main leadership functions
• Training and developing individuals to perform
  these functions
• Monitoring performance in accordance with the
  required functions
• Using functional analysis as the basis for
  example
• Adair Task, Team, Individual
• MSC 56 units of the Management Standards

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The behavioural category approach

• Includes the impact of leaders on the performance
  of groups
• Ohio State and Michigan Institute studies of the
  1960s and 1970s
• Related to McGregors Theory X and Theory Y
• Concern for production
• Concern for people
• Different balances of concern produce different
  results

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The leadership styles approach

• Similar to behavioural approaches
• Tannenbaum and Schmidt, 1970s
• Relative power of managers and subordinates in
  decision-making on a continuum

Democratic style
Autocratic style
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The situational approach

• Mixes styles and circumstances
• Which mix is effective in what circumstances?
• The contingency approach
• Hersey and Blanchard model
• Four styles for four sets of circumstance

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Transactional and transformational leadership

• Transactional leadership
• Position power and legitimate authority
• Bargaining with rewards (and punishments)
• Transformational leadership
• Limited position power and authority
• Importance of creating motivation and commitment
• Making people want to work

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Inspirational leadership

• Full circle back to the traits approach?
• The significance of charisma
• Communicating a vision
• Exhibiting passion and dynamism
• Inspiring followers to achieve extraordinary
  things

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The research agenda

• The problems of leading in an increasingly
  complex environment
• Virtual organisations and e-leadership
• Telepresence
• Globalisation and organisational leadership
• Culturally rich theories of leadership (GLOBE
  project)
• LMX theory of leader-member dyadic exchange