*Introduction to Leadership Online Workshop 29/10/2014 and 30/10/2014

*Leadership Styles

Aims for the sessionAt the end of the session you will be able to:

Define a number of different leadership styles that are available

Explain how different leadership styles can be used to encourage productive working

A definition of leadershipan outstanding member of a group who has the capability to create conditions within which all members feel a strong commitment towards achieving accepted objectives in a given environment

Reference: Betts, P, W. (2000) Supervisory Management. 7th ed. Pearson Education Ltd: Harlow

Individual Exercise: Styles of LeadershipIdentify ten well known leaders of industryWhat is their style of leadership?How is it expressed?

Leadership StylesPlease define the styles of leadership below:

The dictatorial leader The autocratic leader The democratic leader The laissez-faire leader

Leadership Styles - DefinedDictatorial Leader Philosophy of fearAutocratic Leader Directs & expects compliance. This type is forceful, positive & dogmatic, & exerts power by giving or stopping rewards & punishmentsDemocratic Leader Consults, encourages participation & uses power with rather than power over employeesLaissez-faire Leader minimal involvement allows high amount of independence, employees set their own objectives & decide how to achieve them.

Selecting the best styleLeadership StylePersonal Characteristics of staffNature of TaskSuccessful Achievement of TaskStyle will depend on Personal characteristics of staff & Nature of task.

Personality can affect leadership styleHow can this be?

Character Traits

Social Qualities

Abilities

Personality can affect leadership styleResearch has indicated significant correlation between certain factors & effective leadership:

Traits aggressiveness; assertiveness; dominance; integrity; independence; creativity; adaptability; confidence; emotional balance

Social Qualities co-operative; tactful; popular; socio-economic status; interpersonal skills; participative

Abilities intelligence; conscientiousness; judgement; decisions; general & technical knowledge; fluency of speech

Exercise: Personality Individual exercise: Identify different characteristics of a leader (choose 5) that would fall into the three categories of:

Character TraitsSocial QualitiesAbility

PersonalityResearch has indicated significant correlation between the character of the leader and their ability to be effective :

Character Traits aggressiveness; assertiveness; dominance; integrity; independence; creativity; adaptability; confidence; emotional balance

Social Qualities co-operative; tactful; popular; socio-economic status; interpersonal skills; participative

Abilities intelligence; conscientiousness; judgement; decisions; general & technical knowledge; fluency of speech

Various Leadership ModelsMcGregors X Y theoryTannenbaum and Schmidt Continuum of Leadership BehaviourTransactional LeadershipTransformational LeadershipAdairs 3 Circles approach to leadership

McGregors Theory X and Theory YTHEORY X (Authoritarian Management Style)

The average person dislikes workPeople must be directed to workPeople feel achievement at work is unimportantMost people are dull & uncreativePeople only work for moneyPeople lack the desire to improve their quality of life

McGregors Theory X and Theory YTHEORY Y (Participative Management Style)

Work is as natural as rest to peoplePeople will exercise self-discretion & self-controlA sense of achievement is important to peopleMost people have imagination & creativityMoney is only one work benefitPeople have needs to improve their quality of life

Douglas McGregor's XY Theory

Exercise: Behaviours of X / Y ManagersIndivdual Exercise: Create a list of behaviours that would be exhibited by an X and a Y Manager, (you could use Tony Blair, Gordon Brown, or Richard Branson has inspiration)

Transactional LeadershipI will give you this if you do that

Based on legitimate authority within the bureaucratic structure of the organisation. The emphasis is on clarification of goals, objectives, work task, outcomes & organisational rewards & punishments

Transformational LeadershipCreates a feeling of justice, loyalty & trust

Provides a strong vision and sense of purpose, arousing strong emotions in followers and a sense of identification with the leader

Based on charisma and the ability to inspire staff to follow

Lead by example: Walk the walk not just talk the talk

Adairs 3 Circle Model of LeadershipTaskTeamIndividualAdair, J. (1984) The Skills of Leadership. Aldershot: Gower Publishing Limited.

Key ActionsTaskTeamIndividualsDefine objectivesIdentify taskInvolve team,share commitmentClarify objectives, gain acceptancePlanEstablish priorities/ Check resourcesConsult, encourage ideas & actionsAssess skills, set targets, delegateSupportMonitorProgressReport progressCo-ordinate, brief & feedbackAdvise, assist, recognise effort, counselEvaluateReview objectives,adjust if req. Recognise success, learn from mistakesAppraise, guide, train, feedback effectively

What can we say about management?Management is not an exact scienceSeldom is there a right or wrong answer to a problemCertain approaches are more likely to succeed than others in a given situationSometimes you will have only judgement and experience to act as guides

*******Research has indicated significant correlation between certain factors & effective leadership:

Traits aggressiveness; assertiveness; dominance; integrity; independence; creativity; adaptability; confidence; emotional balance

Social Qualities co-operative; tactful; popular; socio-economic status; interpersonal skills; participative

Abilities intelligence; conscientiousness; judgement; decisions; general & technical knowledge; fluency of speech

********Emphasise the two Transactional & Transformational approaches are not either or; most effective approach is to incorporate the two approaches.

Functional Approach. Task circle, whilst significant, should not be allowed to grow at expense of group & individual needs.

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