Distinguishing Leadership from Management, Study Guides, Projects, Research of Leadership and Team Management

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Management and Leadership

Being an Effective Leader

Distinguishing Leadership from Management

.

Management

Function based on Structure

Planning and Budgeting

Instilling a Systematic Process

Actions are Effective

Has Workers

Human Resource Planning

Leadership

Relationship based on Trust

Demonstrate Confidence and

Integrity

Inspiring Vision

Actions are meaningful

Has followers

Motivating and Coaching

Early Theories of Leadership

• Leadership Behavior Theories
  • University of IOWA = > Autocratic, Democratic, Laissez-Faire
  • Ohio State = > Consideration, Initiating Structure
  • University of Michigan = > Employee Oriented, Production Oriented

University of IOWA (Kurt Lewin)

• Identified three leadership styles:
  • Autocratic style: centralized authority, low participation
  • Democratic style: involvement, high participation, feedback
  • Laissez faire style: hands-off management
• Research findings: mixed results
  • No specific style was consistently better for producing better performance.
  • Employees were more satisfied under a democratic
  • leader than under an autocratic leader.

Contingency Theories of Leadership

Earlier theories were detached

from the context

• Fiedler’s Model – Leadership Style in Different

Situations (Favorable/Unfavorable)

• Situational Favorableness (control)
  • Leader-Member Relation
  • Task Structure
  • Position Power
• Leadership Styles (LPC Ratings)
  • If your total score is high (>64), you're likely to be a relationship-

orientated leader. If your total score is low, you're more likely to

be task-orientated leader.

Unfriendly 1 2 3 4 5 6 7 8 Friendly Unpleasant 1 2 3 4 5 6 7 8 Pleasant Rejecting 1 2 3 4 5 6 7 8 Accepting Tense 1 2 3 4 5 6 7 8 Relaxed Cold 1 2 3 4 5 6 7 8 Warm Boring 1 2 3 4 5 6 7 8 Interesting Backbiting 1 2 3 4 5 6 7 8 Loyal Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive Guarded 1 2 3 4 5 6 7 8 Open Insincere 1 2 3 4 5 6 Sincere Least-Preferred Co-Worker (LPC) Scale

Contingency Theories of Leadership

• Hersey and Blanchard’s Situational Leadership Theory (SLT)
  • Based on Leader-Follower Relationship Follower Readiness Leadership Styles
    • R1: Unable and Unwilling -- Telling Style
    • R2: Unable but Willing -- Selling Style
    • R3: Able but Unwilling -- Participating Style
    • R4: Able and Willing -- Delegating Style

Contemporary Issues Affecting Leadership

• Managing the Power
  • Legitimate Power
  • Coercive Power
  • Reward Power
  • Expert Power
  • Referent Power
• Develop Trust
• Empower Employees
• Leading Across Culture

Leadership: A holistic perspective

Leadership

Behavior Traits

Situation

 Autocratic  Democratic  Laissez Faire  People focused  Production Focused  Etc.  Drive  Achievement  Integrity  Confidence  Sociability  Etc. Leader-Member Relation Task Structure Position Power