2.4 leadership & management chapter 13. leadership styles autocratic (or authoritarian)...
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2.4 Leadership & Management
Chapter 13
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Leadership Styles
Autocratic (or Authoritarian) Democratic Laissez-Faire Situational Leadership
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Autocratic Leadership Style
A style of leadership that keeps all decision-making at the center of the organization.
Features– Leader makes all decisions– Supervises workers closely– Workers have limited information
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Democratic Leadership Style
A leadership style that promotes the active participation of workers in making decisions.
Features– Participation of workers is encouraged– Two-way communication with workers– Workers are given information about the
business to allow full involvement
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Laissez-Faire Leadership Style
A leadership style that leaves much of the business decision-making to the workforce – a Hands On approach.
Features– Managers delegate virtually
all authority to workers– Employees work within broad limits
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Situational Leadership Style
Leadership style varies with the task at hand. Situational leaders adapt their style to each situation.
Features– Style of leadership depends on
The task The group’s skill The group’s willingness to accept
responsibility
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HLWhat Makes a Good Leader?
Are leaders born?
OR
Are leaders made?
Discuss……..
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HL - Characteristics of Good Leaders
A desire to succeed and natural self-confidence Ability to thing beyond the obvious – be creative
and encourage other to do the same Multi-talented enabling them to understand a
wide range of issues Able to identify main issues instead of
unnecessary details
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HL – Difference between Leader & Manager
Leadership ManagementMotivating and inspiring others Directing and monitoring others
Innovators who encourage others to accept change
Problem-solvers
Stems from personal qualities or traits Official position of responsibility in the organization
Natural abilities and instincts Skilled and qualified to perform role
Believes in doing the right thing Believes in doing things right
Respected and trusted by followers – they want to because of leader’s personality
Listened to by others because of status – not necessarily because of personality
Creates and develops a culture of change Accepts and conforms to the “norms” of the organization
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HL - Charles Handy, Henri Fayol, & Peter Drucker – noted management authors
All recognize the following functions of management:
Set objectives and plan Organize resources to meet objectives Direct and motivate staff Coordinate activities Control and measure performance against
targets (the set of objectives)
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HL – Henry Mintzberg’s Roles of a Manager
To carry out functions of management, a manager must undertake different roles.
Interpersonal roles – motivating and dealing with staff
Informational roles – acting as a source, receiver, and transmitter of information
Decisional roles – making decisions and allocating resources to meet objectives
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HL - Interpersonal Role
Role Description of ActivitiesFigurehead Symbolic leader of the organization
Leader Motivating subordinates
Selecting and training managers/staff
Liaison Linking with managers and leaders of other divisions and organizations
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HL - Informational Role
Role Description of ActivitiesMonitor (Receiver) Collecting data relevant to the business’s
operations
Disseminator Sending information collected from external and internal sources to the relevant people in the organization
Spokesperson Communicating information about the organization to external groups
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HL - Decisional Role
Role Description of Activities
Entrepreneur Looking for new opportunities to develop the business
Disturbance Handler Responding to changing situations that may put the business at risk
Taking responsibility when threatening factors develop
Resource allocator Deciding on the allocation of the organization’s financial, human, and other resources
Negotiator Representing the organization in all important negotiations