‎18 Leadership
‎ lanning/controlling
p
‎work group of employees
‎Supervision
‎right to give orders and the power to exact
‎obedience. Fayol
‎responsibility
‎lowest level of management
‎front line
s‎ pecified tasks/ performed correctly
‎efficiently
‎Authority
‎ rovide advice and support to
p
‎their teams
r‎ ight to do something, or ask someone else
‎to do something, and expect it to be done.
‎key objectives maximum efficiency.
‎Management
‎liability of a person to be called for actions.
‎obligation a person has to fulfil a given task
‎ ffective /co-ordination business resources
e
‎achieve
‎bottom line
‎Responsibility
‎cannot be delegated to others.
‎conscious activity
‎interpersonal influence achievement goal
‎Reward
‎Leadership
‎Coercive
‎French and raven
‎exerts influence over other
‎ability to do something
‎Power
‎Referent
‎Theories of management
‎Negative
‎Resource
‎ atural attributes or qualities that
n
‎allow them to lead
‎largely discredited
‎ ssess the current behavioural style of
a
‎a manager and then plan appropriate
‎training and development to enable them
‎to move towards 9.9
‎two basic dimensions of leadership:
‎concern for
‎production (or task performance) and
‎concern for people.
‎Trait
‎are born not made
‎Blake and Mouton – The managerial grid
‎ an be learnt and used by a manager,
c
‎depending on the situation
‎Style
‎tells autocratic
‎carry them out properly
‎sells persuasive
‎Ashridge Management College
‎most peeps loved under working this style
‎confers/view team and still retains final say
‎decisions together, consensus
‎Consults (participative)
Research 4 main MGT styles
‎Joins (democratic)
s‎ trive to balance three inter-related
‎goals in order to be effective. These three
‎goals relate to the needs of the
‎group, the individual and the task.
‎
s‎ only moderately favourable
‎for the leader.
‎
‎PSYCOlogically distant managers (PDMs)
‎ ery favourable or very unfavourable to the
v
‎leader
‎PSYCHOlogically close managers (PCMs)
(‎ poorly defined task, poor working
‎relationship, low power),
‎ efined task, strong relationship with the
d
‎group, high power)
‎Adair Action centered leadership
‎2 distinct styles
‎ elationship,, extent task defined/structure
R
‎and power of leader in relation of group
‎Subtopic 1
‎Leadership
‎Fiedler – contingency theory
r‎ elationship between the style of
‎leadership and the
‎effectiveness of the work group.
‎:
‎ xchange for service, loyalty and
e
‎compliance.
‎move them in a new direction.
l‎eadership is said to be able to change
‎team/organisational cultures and
f‎ ollowers in terms of a trade: they give
‎followers the rewards they want in
‎ Transactional leaders – these leaders see

‎the relationship with their
‎ thers to work at levels beyond mere
o
‎compliance. Only transformational
‎ Transformational leaders – see their role

‎as inspiring and motivating
‎‘no right way’ to lead. However,
‎he set out some generic skills that strong
‎leaders should display
‎Bennis – 2 types of leaders
‎Generic skills(4)
‎Contingency theories
f‎ ollowing change approaches deal w
‎resistance
‎Kotter – Managing change (5)
‎ elp people to face reality
h
‎and mobilise them to make changes
‎where necessary
‎A true leader doesn’t
‎necessarily have all the answers – instead
‎they encourage people to tackle
‎tough challenges themselves.
s‎ imply emerge, rather than being formally
‎appointed by the organisation.
‎Heifetz – Leadership to motivate
‎Dispersed leadership
‎
t‎ he most practical, as they encourage
‎leaders to understand their current
‎circumstances and adapt their approach
‎accordingly
s‎ ome find it difficult to change on regular
‎basis they stick with it
‎Conclusion
‎concerned with setting goals
‎inspiring people to achieve them.
‎Expert
‎Legitimate
‎appropriate standard
67