Module 3 week one

What is Leadership about

• coping with change

• future vision and planning

• its a position you choose

How does leadership work

• setting out to set direction (vision/strategies to achieve goals)

• Deliver results by aligning people

• make things happen by motivating, mentoring, inspiring

• outcome is to produce change (new services/approaches)

What is management about

• coping with complexity

• dealing with day to day challenges

• a position on an organizational chart ( you can get promoted to be here)

How does management work

• set out to plan/budget

• deliver results through organization and staffing (develop structure)

• make things happen through control and problem solving (monitor/organize)

• outcome is to produce predictability and order (consistently achieve budgets and targets)

Differences between leadership vs management

• coaching vs performance

• good will vs authority

• enthusiasm vs fear

• we vs I,you

• give credit vs give direction

What is trait theories

• theory of leadership

• it is all about who you are - basic personal characteristics differentiate leaders from no leaders

• assumption: leaders are born

• goal: distinguish leaders form non leaders

problem with trait theories

• mixed results when tested

• some traits may actually be skills

• fails to identify relative importance of traits

• traits may not generalize across situations

What is behavioural theories

• theory of leadership

• there is an ideal leader behaviour : effective leaders behave consistently in different ways than ineffective leaders

• one best way to lead

• assumption: leaders can be trained

• goal: develop leaders

behavioural theory leadership styles- university of Iowa

• democratic/participative: encourage participation, delegate authority, more people oriented than autocratic——. found that this style leads to higher levels of satisfaction with your supervisor

• Autocratic: accumulate power, dictate work methods, centralized decision making, limit participation

• laissez-faire: absence of leadership, group has freedom

Problem with behavioural theory leadership styles

• studies couldn’t find any significant relation between style and performance of subordinates

What are the two dimensions of leader behaviour - Ohio state university

• Task: emphasis on the need for job to be done, organization if efficient and effective, job oriented leader behaviour

• Relationship: concern for people, trust/respect, employee centred leader behavior

• studies havn’t found relation between team management/ performance

Ohio state university grid

• behavioural theory

• two variables are task and relationship

• variables are continuos meaning leaders can be at all levels from high to low, and orthogonal meaning they are linearly independent of one another

• x axis is concern for production /task

• y axis is concern for people

Country club environment pattern

• HIgh concern for people

• low concern for production/task

• top left corner

Impoverished management pattern

• leaders display low levels of concern for both task/people

• bottom left corner

Task management pattern

• low concern for people

• high concern for task

• bottom right corner

middle of the road management pattern

• balanced approach, all things in moderation

• middle of grid

Team management pattern

• where the best leadership behaviours are hypothesized

• concerned about both job and people

• top right corner

What is contingency theories

• theory of leadership

• leaders are effective when their behaviours fit the situation

• situational leadership theory

situational leadership theory

Style	Leader Behavior	Follower Readiness
S1: Telling	High Task behaviours / Low Relationship	Unable & willing (Needs direction)
S2: Selling	High Task / High Rel.	Unable and unwilling (Needs coaching)
S3: participating	Low Task / high Rel.	Able but unwilling (Needs support)
S4: delegating	Low Task / Low Rel.	Able & Willing (Needs autonomy)

Best place to be on situational leadership theory graph

• the best place is to be in the bottom left (willing and able)

• worst place to be is top right

• x axis goes task behaviour low to high

• y axis goes relationship behaviour low to high

• so this is opposite from ohio state grid on behavioural theory

self monitoring

• the ability to modify how you are perceived by others

pro chameleon leadership

• adaptable / flexible to environment / creativity

• better career opportunities

• con: not consistent, may loose credibility

Pro true to self leadership

• stick to your own values, stay true to yourself

• transparency, communication, efficiency

• have set rules, credibility, dont care about image

• con: limits growth, leaders may seem inflexible

What is authentic Leadership

• Being true to yourself

• maintaining strict coherence between what you feel and what you say or do

• making value based choices

• denial can be the greatest hurdle that leaders face when becoming self aware/ authentic

Positive self evaluation includes?

• high self esteem

• self efficancy

• internal locus of control