Chapter 9 - bus mang

leading

Leadership

• Leadership is the process of guiding and motivating others towards the achievement of organisation’s goals and objectives

Leadership vs managment (5)

Management	Leadership
Doing things right	Doing the right things
Process of planning, organising, leading and control	Social relationship between individuals - there is a distinct level of influence visible to further the achievement of goals
Appointed role	Appointed by people
Derive power from the organisation and their position	Derive power from followers perception of their skills, and personality and appeal
Motivate through rewards and punishment (extrinsic process)	Motivate through personal influence (intrinsic process)

5 types of power

• Legitimate power = derived from a person’s position 

• Reward power = derived from an individual’s position to award or withhold rewards

• Coercive power = derived from an individual’s ability to threaten and effect negative consequences 

• Expert power = derived from an individual’s extensive knowledge, experience or professional ability 

• Referent power = derived from an individual's personal charisma and the respect and admiration it inspires from others

other ways to manage subordinates (4)

1. Authority which is the leaders right to give orders 

2. Responsibility is the obligation held by the leader to achieve the organisational goals 

3. Delegation assigns the responsibility and authority to achieve organisational goals down the chain of command 

4. Accountability  is the evaluation of how well individuals meet the responsibilities assigned to them

leadership types

• Formal leaders = individuals that are recognised by those outside the group as the official leader (appointed by org.) 

• Informal leaders = the individuals that are acknowledged by the group as their leader, exert considerable influence on the team members even though they don’t hold a formal leadership position in the org.

leadership styles

Autocratic leaders

• Directive leaders and allow very limited input from subordinates

Participative leaders

• Share decision-making with group members and actively encourage the discussion of issues and appropriate alternative

Within this leadership style 3 types of leaders can be identified: 

1. Democratic leaders - request input from all members in the group 

2. Consensual leaders - encourage discussions about issues and then ensure that all members agree with final decision 

3. Consultative leadership - discuss with members of the group before making a decision but the final decision remains with manager  

Laissez-faire leadership

• Delegate all authority and control to subordinates

Transformational leaders

• Aim to inspire followers to change through their own personal values, vision, passion and beliefs

Visionary leaders

• Influence others through either an emotional or intellectual attraction to the leader’s vision of what “can be”

diversity management

Diversity management is planning and implementing organisational systems and practices to manage people so that potential advantages of diversity are maximised while potential disadvantages are minimised

intranational diversity management

• Intranational diversity management → manage workforce within a single national context. Diversity programmes provide opportunities to minority groups

cross-national diversity management

Cross-national diversity management → known as international diversity management, where a workforce is managed where employees come from different countries

Best practices of diversity management

• Commitment from top management 

• Identify new talent pools 

• Provide safe avenue for dialogue on diversity related issues

• Make diversity part of the company’s objectives 

• Distinguish between diversity and affirmative action

stewardship management

The stewardship management style involves leaders that lead without dominating subordinates. Such leaders sincerely care about their subordinates and help them to develop and accomplish individual and organisational goals

servant leadership

The servant leadership style is based on a natural logic of service and goes beyond stewardship as leaders avoid personal accolades and devote themselves entirely to a greater cause

ethical leadership

• Ethical leaders consider authenticity and integrity, in addition to their values, as important considerations of character and behaviour. These are translated into attitude and action towards followers, external stakeholders and broader communities

4 types of teams

• Work groups = formal 

• Social groups or special interest group = informal 

• Interagency groups = agencies work together to improve a product 

• Pressure groups = challenge the status quo 

types of teams

•  Functional teams (operational teams) = consists of team members from the same department  

• Cross functional teams (interworking teams) = consists of members from different departments 

• Virtual team = members work from different location 

• Self management team = take responsibility of their own work through peer collaboration 

• Matrix team = more than one supervisor 

• Contract team = temporary team 

• Task force team = investigate or solve specific challenges in the organisation 

• Executive team = highest level of management comprises of executives that assist CEO to make important organisational decisions