Leadership & ManagementUnit 2

Human Resources HL ONLY

Learning Objectives

Discuss whether successful leadership results from natural skills or is a consequence of circumstances

Apply the theories of Likert, Fiedler, Blake and Mouton, Tannebaum and Schmidt

Understand the difference between leadership and management

Explain the key functions of management by referring to theories of Fayol and Drucker

Inspire peopleBuild relationships

Take risksHave followers

Leaders

Enact the planUse their authority

Manage risksHave subordinates

Managers

In reality, both are closely linked

What makes a good leader?

• A desire to succeed and natural self confidence

• Ability to think beyond the obvious• Multi-talented

Identified 4 main styles of leadership These focus on how decisions are taken by

management and how involved people are1. Exploitative authoritative2. Benevolent authoritative – centralised decision

making with a concern for other people3. Consultative4. Participative

Leadership theoriesLikert’s 4 Leadership Styles

Shows the relationship between the leader’s orientation or style and group performance under differing situational conditions

Based on determining the orientation of the leader (relationship or task), the elements of the situation (leader-member relations, task structure, and leader position power), and the leader orientation that was found to be most effective as the situation changed from low to moderate to high control

Fiedler found that task oriented leaders were more effective in low and moderate control situations and relationship oriented managers were more effective in moderate control situations

Feidler’s Contingency Theory

The Managerial Grid is based on two behavioral dimensions:◦ Concern for People – This is the degree to

which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task

◦ Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task

Blake and Mouton Managerial Grid

Shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager

As the team's freedom is increased, so the manager's authority decreases

Tannenbaum & Schmidt – A Leadership Contuim

Manager makes decision and announces it

Manager makes decision and then "sells" decision

The functions of management

Henry Fayol

Suggested 5 key functions of management1. Setting objectives & planning2. Organising resources3. Directing and motivating staff4. Co-ordinating activities5. Controlling and measuring performance

Peter Drucker

The management guru’s management guru

His five basic principles of management remain as valid as ever:1. setting objectives2. organizing3. motivating and communicating4. establishing measurements of performance

and5. developing people