Management and Leadership Arif Altaf 2018 The objectives

Management and Leadership Arif Altaf 2018

The objectives of this session: n n n Describe leadership and identify the relationship between leadership and management. Analyze different theories of leadership as they apply to management. Examine styles of leadership and their impact on organizations. Consider the question of leadership power and control. Leadership from the ethnic diversity management point. SWH

INTRODUCTION SWH

Leadership is the process of motivation other people to act in particular ways in order to achieve specific goals. Leadership is a willingness to accept responsibility, an ability to develop three major skills (elicit the cooperation of others, listen well, place the needs of others above your own needs) that can be acquired through practice. SWH

You don’t have to be smarter than the next person, just more motivated to get your ideas put into practice Leadership is a set of skills and traits that can be learned and worked on, yet the general perception is that good leaders are few because: n n leaders SWH come in guises may rise only in response to a situation may be unwanted until needed may be mistaken for managers SWH

Leadership vs. Management n n Lead people. Leaders do the right things. Leadership sets the style and tone for achieving a vision and motivates people to sacrifice for the attainment of the vision. Leader is responsible for vision and how it relates to each person. SWH n n n You manage things. Managers do things right. Management is the tactical process of executing and achieving the mission. Management’s concern lie with the details and the day to day grind without which a vision can't become a reality. Manager has to be willingly responsible for the details of the mission. SWH

Leadership vs. Management Leadership can been seen as performing the influencing function of management, largely involved in goals setting and motivating people to achieve them. Leaders decide where we are going and influence people to take that particular direction, rather than describe ‘how we are going to get there. Inspired leaders are not necessarily good organizers and excellent managers. The most effective managers are also leaders, and the quality of leadership has become and increasingly important part of management ability. SWH

Leadership Types All leadership is temporary-the transient nature of leadership is because the situation may come to an end or times and circumstances change: Situational Leadership n Transitional Leadership n Hierarchical Leadership n SWH

Situational Leadership n n The right person in the right place at the right moment. Recognize the time and circumstances. Willingness and ability to assume the responsibility, listen and to take the responsibility to help the group achieve its goal. It often involves: no cost decision, solomonic decision, moral decision, meditative decision, community decisions, philanthropic decisions, institutional decisions, community decisions, princely decisions. Bring example form your own experience SWH

Transitional Leadership n n n The right time but wrong circumstances. It may occur when: leadership requires at a certain moment, but the person who is the leader may not be capable of delivering the leadership. Transitional leaders may: be missing all the right stuff, be fearing the risk. Bring example form your own experience SWH

Hierarchical Leadership n n The right circumstances but wrong time. Assumes a leadership role because it is “their turn”, whether they want the role or not. Bring example form your own experience SWH

Leadership Traits theories How should leader look like? SWH

Theories of Leadership Behavioral n Contingency n Situational n Path-Goal n Participatory n Charismatic and transformational leadership n SWH

Behavioral Approach to Leadership n n Concern for People employee-oriented (e. g. service: hospitals, restaurants) Concern for Production task-oriented (e. g. manufacturing) SWH

Management Grid Managers can decide how close to any of these grids is their form of leadership n n n Country Club High concern for people and low concern for production. Leadership Activity is to secure the voluntary co-operation of group members to obtain high level of productivity. Too easy going managers and unable decision makers. Authoritarian High concern for production and low concern for people. Alienated managers, to keep themselves out of trouble. Impoverished – “laissez-faire” Low concern for production and for people. Doesn't provide positive leadership sense. SWH

Management Grid Managers can decide how close to any of these grids is their form of leadership n Middle-of-the-road Moderate amount for production and people. Compromise style, support the Status quo, they are not dynamic leaders and may have difficulties for innovation and change. n Team High concern for production and people. The most effective leadership. SWH

The Management Grid High 9 1. 9 8 Country Club management Team management 9. 9 7 6 5. 5 5 Middle-of-the-road management 4 3 2 Low 1 1 SWH Low Impoverished management 2 3 4 Authoritarian management 5 SWH 6 7 8 9. 1 9 High

Contingency Approach to Leadership There are 3 main “forces” on managers in deciding a leadership style n Personal Forces n Characteristics of subordinates n Situation managers’ need to recognize the situation where managers’ own background, experience, confidence and leadership inclinations (e. g. ) managers’ need to consider the subordinates willingness and unwillingness for responsibility and decision taking acceptance. (e. g. ) they find themselves in terms of corporate culture and colleges’ style of work (e. g. ). SWH

Leadership Continuum Autocratic Democratic Use of authority by manager Laissez-fair Area of freedom for employees Manager defines Manager limits permits Manager set by employees presents Manager presents allows senior to function ideas makes Manager problem, tentative employees manager within Sells and decision receives decision, complete suggestions, and decisions. invites limits and subject freedom and makes asks defined questions. announces to change. decisions. of group by it. action. to senior Make manager. decision. SWH

Situational Approach to Leadership n Leader-member relations n Task Structure n Leaders’ position power SWH

Situational determinants of effective leadership High Relationship -motivated leaders perform better Task motivated Leaders perform better Low 1 2 3 4 5 6 7 8 Leader-member Good Poor relation Task Structured Unstructured Leader position Strong Weak power SWH

Situational Approach to Leadership Managers need to vary their leadership style with each phase Low SWH 3 2 Share ideas and facilitate in making g in decisions… at Explain your decisions and provide opportunity for Sclarification ell i p ng Hi task Hi. task Lo. rel. Hi. rel. eg at in g r Pa i tic 1 el Lo. task Lo. rel. D Supportive behavior Relationship Behavior High Leader Behavior Te l lin g Hi. task Provide specific Lo. rel. instructions and closely supervise performance… 4 Turn over responsibility for decisions and implementation… R Task Behavior Directive behavior SWH High

Path-Goal approach of Leadership Manager identifies the ‘goals’ and rewards the ‘paths’ to be take, to reach them In this process an effective leader: n n n Identifies and communicates to subordinates the path they follow in order to achieve personal and organizational objectives. Helps subordinates along the chosen path. Helps to remove obstacles on the path that might prevent the achievement of these objectives. SWH

Participatory approach of Leadership There are 5 leadership styles according to Vroom and Yetton in decision-making process: n Autocratic I (AI)-managers solve the problem or make the decisions themselves, using the available information. n Autocratic II (AII)-managers obtain information from subordinates before making the decisions themselves. n Consultative I (CI)-managers share the problem with the relevant subordinates individually and obtain their ideas and information and then make the decisions themselves. n Consultative II (CII)-managers share the problem with the relevant subordinates as a group and obtain their ideas and information and then make the decisions themselves. n Group Participation (G)-managers share the problem with subordinates as a group and together analyze the problem and consider the alternative solutions. SWH

Charismatic and Transformational Leadership Charismatic leaders are able through their personal vision and energy inspire follower and have major impact on an organization. n n n Anticipatory skills Vision skills Value skills Empowerment skills Self-understanding skills “More leaders have been made by accidental circumstances, sheer grit, or will, than have been made by all the leadership courses together”. SWH

Group Work n n Read the case and answer these two questions. Each group presents the exhibits to another group by defining the leadership approaches/theories described in the passages. SWH

Theories X and Y Modern Theory Y Participation Traditional Theory X Control Co-operation Work Communication is natural Creativity SWH Direction Work is a necessity SWH Orders Security

The Power of Leaders n n n Coercive Power – the main consideration in a general discussion on the object, fear of leader, punishment, threats-autocratic leadership Expert Power – expertise, knowledgeable, recognition Legitimate Power – hierarchy of the organization, the more senior the manager is, the more power has. n n Referent Power - charismatic Reward Power – ability to provide rewards for the followers, as pay, promotion and recognition. n Connection Power – relationship with influential partners (inside n Information Power – access to valuable information. & outside). SWH

Leadership Styles n n n SWH Coercive – Do what I tell you Affiliative – People come first Pacesetting – Do as I do, now Authoritative – Come with me Democratic – What do you think? Coaching – Try this SWH

Summary n Theories/Approaches Behavioral Contingency Situational Path-Goal Participatory Charismatic and transformational leadership X&Y SWH n Styles Country Club Autocratic Impoverished – “laissez-faire” Middle-of-the-road Team Autocratic II Consultative II Group Participation Coercive, Affiliative, Pacesetting, Authoritative, Democratic, Coaching SWH

Group Presentations (12 min each Group) Topic: Leadership and Organizational Culture SWH

Evaluation Criteria – n Way of Presentation (voice, eye contact, command) n Message Delivery n Team Work (how clear was the message delivered to the auditorium, key points were presented, ability to answer the questions) (how the team work was seen through the presentation, support of the team members during the presentation) SWH

Leadership: Stephen Covey “Effective leadership is putting first things first”. “Effective management is discipline, carrying it out”. SWH

7 Habits of Highly Effective People Habit 1 “Be Proactive” n Proactive vs. Reactive Habit 2 “Begin with the End in Mind” n What we can do SWH What is going to happen See the destination Management is efficiency in climbing the ladder of success. Leadership determines whether the ladder leaning the right wall. SWH

7 Habits of Highly Effective People Habit 3 Habit 4 “Put First Things First” “Think Win/Win” n Time Matrix Not Urgent Important Not Important n character, relationship, agreements, systems, process n n Not Urgent Important Not Important n n n SWH Win/Win SWH Win/Lose/Win Lose/Lose Win Win or No Deal

7 Habits of Highly Effective People Habit 5 Habit 6 “Seek First to Understand, “Synergize” If you plant 2 plants close then to be Understood” n “Emotional Bank Account” Most do not listen with the intent to understand, they listen with the intent to reply. SWH together, the roots commingle and improve the quality of the soil so that both plants will grow better if they were separate.

7 Habits of Highly Effective People Habit 7 “Sharpen the Sow” n n Physical – exercise, stress management, nutrition Mental – reading, planning, writing Emotional/Social – service, empathy, synergy Spiritual - commitment, study, meditation SWH

- Would you tell me, please, which way I ought to go from here? ' - `That depends a good deal on where you want to get to, ' said the Cat. - `I don't much care where--' said Alice. - `Then it doesn't matter which way you go, ' said the Cat. Alice's Adventures in Wonderland SWH

Leadership in Ethnic Diversity Management …To speak of an ethnic group in total isolation is as absurd as to speak of the sound of one hand clapping… SWH

Diversity and Its Dimensions Secondary Dimensions Military Experience The Diversity Wheel Work Experience Geographic Location Gender Education Work Style Income Mental/ physical abilities and ch-s Age Sexual Orientation Religion Race Ethnic Heritage First Language Family Status Organizational role and level SWH Primary Dimensions

Exercise Think one case in your life that your were the minority in the society. SWH

What comes to your mind when you see this? What does it means for management and leadership to work in diverse social context? What could we see in our example? Leadership Follower/ Employees of Diverse groups Management SWH

Problem Analysis Group Work n n SWH Divide into 2 groups: Leaders and Managers Read the case Priorities the problems Group presentations (10 min each) SWH

Is Leadership Necessary? n 1 st task of the Leaders: to be the trumpet that sounds a clear sound. n 2 nd task of the Leaders: to accept the leadership as responsibility rather than rank or privilege. n 3 rd task of the Leaders: to earn trust. SWH

What do the effective leaders do? Set strategy Create a Mission Motivate Build a Culture What should leaders do? To get Results SWH

Leadership vs. Management “Managers are people who do things right and Leaders are people who do the right things” SWH

Conclusion n Management is largely concerned with leadership, because managers need to establish a sense of direction and to motivate people to move in that direction. Understanding of leadership theories provides the basis for analyzing leadership and management styles. It is also a factor in the process of making decisions. Charismatic leadership helps to illustrate the power of leaders. Discussion of the need for leadership highlights the management tasks and objectives. SWH

Case Study The Qualities of Leadership Personality and Character Initiative SWH Willpower Courage Knowledge Unselfishness Enjoyment of being a leader SWH

Review The objectives of this Capstone course: n n n Describe leadership and identify the relationship between leadership and management. Analyze different theories of leadership as they apply to management. Examine styles of leadership and their impact on organizations. Consider the question of leadership power and control. Leadership from the ethnic diversity management point. SWH

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