LEA 6- CHARACTER FORMATION 2: Leadership, Decision Making, Management and Administration

Leadership

Ability of an individual to influence and guide followers or members of an organization.

Management

The process used to accomplish organizational goals through planning, organizing, leading, and controlling people and other organizational resources.

Theories of Leadership

1. Blake and Mouton's Managerial Grid

2. House's Path Goal Theory

3. Great Man Theory

4. Trait Theory of Leadership

5. Leadership-Member Exchange (LMX) Theory

Blake and Mouton's Managerial Grid

Is a mental framework and graphic that aims to categorize a leader's approach to leadership. Sometimes called leadership grid.

Impoverished Management (1,1)

Is a leadership style that is low in concern for people and low in concern for production.

Task management (9,1)

Also called dictatorial or perish style. More concerned about production and have less concern for people.

Middle-of-the-Road (5,5)

This is basically compromising style wherein the leader tries to maintain a balance between goals of company and the needs of people.

Country Club (1,9)

High concern for people, low concern for production.

Team Management (9,9)

High concern for people, high concern for production.

House's Path Goal Theory

The leaders help group members in attaining rewards by clarifying the paths to goals and removing obstacles to performance. They do so by providing the information, support, and other resources which are required by employees to complete the task.

Four leadership styles in House's Path Goal (DSPA)

1. Directive

2. Supportive

3. Participative

4. Achievement-Oriented

Directive Leadership

Here the leader provides guidelines, lets subordinates know what is expected of them, sets performance standards for them, and controls behavior when performance standards are not met. He makes judicious use of rewards and disciplinary action. The style is the same as task-oriented one.

Supportive Leadership

The leader is friendly towards subordinates and displays personal concern for their needs, welfare, and well-being. This style is the same as people-oriented leadership.

Participative Leadership

The leader believes in group decision-making and shares information with subordinates. He consults his subordinates on important decisions related to work, task goals, and paths to resolve goals.

Achievement-oriented Leadership

The leader sets challenging goals and encourages employees to reach their peak performance. The leader believes that employees are responsible enough to accomplish challenging goals. This is the same as goal-setting theory.

Great Man Theory

A theory that suggests that leaders are born with innate qualities that make them exceptional, rather than being made through education or experience.

Trait Theory of Leadership

Postulates that successful leadership arises from certain inborn personality traits and characteristics that produce consistent behavioral patterns.

Leadership-Membership Exchange (LMX) Theory

Also known as the vertical dyad linkage theory. The theory views leadership as consisting of a number of dyadic relationships linking the leader with a follower. The quality of the relationship is reflected by the degree of mutual trust, loyalty, support, respect, and obligation.

Stages of relationships between managers and subordinates

1. Role-Taking

2. Role-Making

3. Routinization

Role-Taking

Occurs when team members first join the group. Managers use this time to assess new members' skills and abilities.

Role-Making

New team members then begin to work on projects and tasks as part of the team. In this stage, managers generally expect that new team members will work hard, be loyal and prove trustworthy as they get used to their new role.

In-Group

This group is made up of the team members that the manager trusts the most. Managers give this group most of their attention, providing challenging and interesting work, and offering opportunities for additional training and advancement.

Out-Group

This group's work is often restricted and unchallenging. They tend to have less access to the manager, and often don't receive opportunities for growth and advancement.

Routinization

During this last phase, routines between team members and their managers are established.

General Types of Managers

1. General Managers

2. Functional Managers

3. Frontline Managers

General Managers

Are responsible for the overall performance of an organization or one of its major self-contained subunits or divisions.

Functional Managers

Leads a particular function or a subunit within a function. They are responsible for a task, activity, or operation such as accounting, marketing, sales, production, information technology, or logistics.

Frontline Managers

Manage employees who are themselves not managers. They found that the lowest level of the management hierarchy.

Specific Types of Managers

1. Top-Level Managers

2. Middle Managers

3. First-Line Managers

4. Team Leaders

Top-Level Managers

Are those who represent the highest level of executive management. It often have the word "chief" in their job titles, such as chief executive officer, chief financial officer, and so on. These managers help sustain the company's growth and execute plans over the long term.

Middle Managers

Usually report to the top-level managers, yet they still have a lot of autonomy to make decisions within their area or department of the company. These managers often have job titles that include the word "director." They may also be department heads.

First-Line Managers

This role represents an entry-level position for management professionals. They work directly with non-management employees and project team members. Their overarching role is to supervise employee productivity and hold employees accountable for achieving company goals.

Team Leaders

Are managers who specialize in a particular task, product, or project. Their role is to oversee all the logistics of their assignment, which may include completing a project on time, onboarding new employees, and assigning specific tasks to various team members.

Types of Management Styles

1. Autocratic Management Styles

2. Democratic Management Styles

3. Laissez-faire Management Styles

Autocratic Management Styles

This type of management follows a top-down approach, with one way communication from bosses to employees.

Autocratic Management Styles (Subtypes)

1. Authoritative Management Style

2. Persuasive Management Style

3. Paternalistic Management Style

Authoritative Management Style

Managers dictate exactly what they require their subordinates to do and punish those who do not comply.

Persuasive Management Style

Managers use their persuasive skills to convince employees that the unilateral decisions that the manager implements are for the good of the team, department, or organization.

Paternalistic Management Style

In this style, the manager acts with the best interests of their subordinates at heart.

Democratic Management Styles

In this style, managers encourage employees to give input during the decision-making process, but are ultimately responsible for the final decision.

Democratic Management Styles (Subtypes)

1. Consultative Management Style

2. Participative Management Style

3. Collaborative Management Style

4. Transformational Management Style

5. Coaching Management Style

Consultative Management Style

In this style, managers ask for the opinions and thoughts of their team, consulting the viewpoints of every member of their team.

Participative Management Style

In this style, managers and staff are all active members of the decision process. Staff are given access to more information about the company and its goals, and are encouraged to innovate solutions.

Collaborative Management Style

In this style, management creates an open forum for ideas to be discussed extensively before making decisions based on majority rule. Staff is empowered to take ownership of outcomes, which can lead to increased engagement, innovation and creativity.

Transformational Management Style

Managers focus their efforts on pushing their staff to ever greater accomplishments through encouragement, pushing them past their comfort zones regularly, and consistently motivating their teams to raise their bar for achievements.

Coaching Management Style

In this style, managers see themselves as the coach and their employees as the valued members of their team.

Laissez-faire Management Styles

In this style, management takes a hands-off approach to leadership. Staff is trusted to do their work without supervision, and they are left to control their decision making and problem-solving.

Laissez-faire Management Styles (Subtypes)

1. Delegative Management Style

2. Visionary Management Style

Delegative Management Style

In this style, the manager is only present to assign tasks, although they still are responsible for tasks being completed successfully. Once the task is assigned, then the employees are empowered to do their work as they see fit.

Visionary Management Style

In this style, managers lead through inspiring their staff.

Leaders explain their goals and the reasons behind them, convincing their team to work towards executing their vision.

Types of Leaders (MR.MIT)

1. Managerial Leader

2. Relational Leader

3. Motivational Leader

4. Inspirational Leader

5. Transformational Leader

Managerial Leader

Is the least effective of the five types of leaders. They have the least influence. People only follow them because they have to. Their desire is to be served by others because they are in the position. They see others as tools to use to complete the objective for the day. They prefer to make decisions. Their weakness is character development.

Relational Leader

Build relationships in order to influence others. People want to follow them because of who they are, not what they know. They develop mutual respect with others and work well with them. Although people want to follow them, they have not developed specialized knowledge. Their weakness is not making the necessary sacrifices to develop their competency.

Motivational Leader

Seeks mutual benefit for themselves, others and the organization. People want to follow them because of who they are and what they know. They influence others from the outside.

Inspirational Leader

Inspires, managerial and relational leaders to become motivational leaders. Their focus is on growing themselves in order to inspire others to grow. They influence others on the inside.

Transformational Leader

The most influential of the five types of leaders and are highly respected. Their reputation precedes them. They are well known for developing leaders. Their influence touches people in all industries and across multiple generations.

Leadership Styles

1. Autocratic Leadership

2. Democratic Leadership

3. Strategic Leadership

4. Transformational Leadership

5. Team Leadership

6. Cross-Cultural Leadership

7. Facilitative Leadership

8. Laissez-Faire Leadership

9. Transactional Leadership

10. Coaching Leadership

11. Charismatic Leadership

12. Visionary Leadership

Autocratic Leadership

A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group.

Democratic Leadership

Subordinates are involved in making decisions. Delegates authority to other people. Many people are involved in decision making, though the leader does have the final say, and assumes responsibility for whatever happens.

Strategic Leadership

They are less concerned with maintaining the status quo than they are transforming it. These types of leaders are independent thinkers, and progressively minded.

Transformational Leadership

This approach is to empower each individual to make advancements and changes in their own lives, which results in better performance and outcomes.

Team Leadership

Don't just focus on the good of the whole, they focus on navigating the personal dynamics of smaller, initiated groups. Have a vision for the future and for their goals. It involves the vivid picture of a team's future, where it is heading and what it will stand for.

Cross-Cultural Leadership

Are driven by a deep desire to see different types of people integrated and to see those less privileged being given voices and equal opportunities.

Facilitative Leadership

Focus less on the personal dynamics or individual needs of the group, and more on their collective approach. They judge the efficiency of the group strictly on their outcomes. Involve Monitoring on the group dynamics as well as offering process suggestions and interventions to help the group stay on track.

Laissez-Faire Leadership/Hands-off Leadership

In this leadership, all authority is handed over to the subordinates, with little to no interference.

Transactional Leadership

- Not so much interested in being purveyors of change as they are maintaining the status quo. They are not innovators, they are sustainers.

- This style heavily relies on a system of rewards and punishments to motivate followers.

Coaching Leadership

Is a style where leaders act as mentors and guides, helping their team members develop their skills and reach their full potential.

Charismatic Leadership

Uses their own radical, revolutionary power or different personality to completely transform the status quo. Rather than focusing on how they can change the actions of others or the system in which they work, their power comes from literally just convincing people to follow them because of how effective they have been in the past.

Visionary Leadership

The rarest, and the most powerful. These are the types of leaders who begin with a vision for a company, a form of social change, or even just a community, and then strategized a way to employ the skills of others to create that. They are truly out of the box, innovative and completely unique thinkers. It invents something that has never existed before. It takes ideas and implements them effectively, and utilize other forms of leadership in tandem with this one.

Fundamental Functions of Management (Koontz and O'Donnell)

1. Planning

2. Organizing

3. Staffing

4. Directing

5. Coordinating

Planning

It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals.

Organizing

It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals.

Staffing

It is the function of manning the organization structure and keeping it manned. The main purpose is to put right man/woman on right job.

Directing

It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes.

Controlling

It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation

Roles of Managers within the Organization

1. Interpersonal Roles

2. Informational Roles

3. Decisional Roles

Interpersonal Roles

1. Figurehead

2. Leader

3. Liaison

Figurehead

The manager in this role represents the organization to other groups, both inside and outside of the company. They may give speeches or presentations on behalf of the organization, attend events or meetings, and generally act as a public face for the company.

Leader

Is all about motivating and guiding employees. The manager in this role set goals for their team and provides support and direction to help them achieve these goals. They may also give performance reviews, provide feedback, and resolve conflicts.

Liaison

Involves maintaining communication between different groups within the organization. The manager in this role acts as go-between for different departments or teams. They may relay messages, coordinate activities, and resolve conflicts.

Informational Roles

1. Monitor

2. Disseminator

3. Spokesperson

Monitor

Involves collecting information from internal and external sources. The manager in this role gathers data and keeps track of trends, both within the organization and in the wider industry.

Disseminator

Is all about sharing the information with others. The manager in this role distributes information to employees, other managers, and stakeholders. They may also act as a conduit for communication between different department or teams.

Spokesperson

Similar to the disseminator role, but with a focus on external communication. The manager in this role represents the organization on the media, shareholders, and other external groups.

Decisional Roles

1. Entrepreneur

2. Disturbance Handler

3. Resource Allocator

4. Negotiator

Entrepreneur

Involves all aspects associated with acting as an initiator, designer, and also encourager of innovation and change.

Disturbance handler

Taking corrective action when the organization faces unexpected difficulties which are important in nature.

Resource Allocator

Being responsible for the optimum allocation of resources like time, equipment, funds, and also human resources, etc.

Negotiator

Includes representing the organization in negotiations which affect the manager's scope of responsibility.

Managing Organizational Resources

Is the ability to understand and effectively manage organizational resources (e.g., people, materials, assets, budgets). This is demonstrated through management, planning and control of resources to maximize results. It requires an evaluation of qualitative and quantitative needs.

Problem solving

Is an analytical process used to identify the possible solutions to the situation at hand. It is a complex process, and judgement calls - or decisions - will have to be made on the way. It is a process.

Decision-making

Is a choice made by using one's judgment. It is part of problem solving. It is an action based on insights derived during the problem-solving process.

Individual Decision Making Techniques (ABCD)

1. Directive

2. Analytical

3. Conceptual

4. Behavioral

Directive

Uses quick, decisive thinking to come to a solution. This is characterized by low tolerance for unclear or ambiguous ideas. It is focused on the task will use own knowledge and judgment to come to a conclusion with selective input from other individuals.

Analytical

This carefully analyze data to come up with a solution. It invests on time to compile data and evidence before they come to a solution. It looks all the details and formed what believe is the best possible solution.

Conceptual

Big picture type of thinking which is willing to take risks. It looks forwards to what could happen if the decision is made. The conclusions come from visualizing different opportunities and outcomes for the future. This is most advantageous in making long-term decisions.

Behavioral

Focuses on relationships more than the task. It evaluates the feelings of others as part of their decision-making process. The decision are often based on how the choice will impact relationships.

Group Decision Making Techniques

1. Brainstorming

2. The Delphi Method

3. Weighted Scoring

4. Nominal Group Technique

5. Possibility ranking

6. The Stepladder Technique

7. Pros and Cons List

8. Didactic Interaction

9. Decision-trees

10. Consensus Mapping

Brainstorming

This offers a free-flowing structure to the discussion and allows the whole team an opportunity to share their ideas on how to approach a particular situation.

The Delphi Method

This group decision-making process takes all the ideas generated by your team and compiles them for the leader of the group to break down into smaller list of possible approaches. Those fewer options are then taken back to the group for further discussion and collective consideration. Essentially, the choices are condensed until a major decision can be made.