Transcript Leadership and Management

Leadership Styles
Theory X assumes employees dislike
work and attempt to avoid it
Theory Y assumes employees view
work as being natural and employees
seek responsibility
McGregor, D. (1957). Proceedings of the Fifth Anniversary Convocation of the School of
Industrial Management, The Human Side of Enterprise. Massachusetts Institute of
Technology (April 9, 1957).
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Leadership Styles
“The ability to determine the
requirement for leadership in a
particular situation and select
an appropriate response”
Behavioural flexibility, to meet
situational requirements
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Autocratic-Democratic Decision-making
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Continuum of Leadership Behaviour
Push
Autocratic
Directive
Tell
Sell Consult Empower
Pull
Democratic
Supportive
4
Team Leadership
Tell
Sell
L
L
Empower
Consult
L
L
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Managerial Grid for Leadership Effectiveness
(Blake and Mouton, 1964, 1978, 1985)
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Concern for People
Country Club
Manager (1,9)
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Fully Functioning
Manager (9,9)
Status Quo
Manager (5,5)
Impoverished
Manager (1,1)
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1
Sweatshop
Manager (9,1)
Concern for Task
1
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Situational Leadership Styles
Style 1
Style 2
works best with
works best with
Dev. Level 1
Low competence
High commitment
Dev. Level 2
Some competence
Low commitment
Style 1
Directive
Style 2
Coaching
Giving clear instructions
Talking things through
Style 4
Style 3
Delegating
Trusting people
Style 4
works best with
Dev. Level 4
High competence
High commitment
Supporting
Showing interest
Style 3
works best with
Dev. Level 3
High competence
Variable commitment
Blanchard, Ken et al (2004) Leadership and the One Minute
Manager London, HarperCollins
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Emotional Intelligence
Made popular by Daniel Goleman (1996)
Ability to manage ourselves and our
relationships effectively
Four fundamental capabilities, each with a
set of management competencies:Self-Awareness`
Emotional self awareness
Accurate self assessment
Self confidence
Self-Management
Emotional self control
Transparency
Adaptability
Achievement
Initiative
Optimism
eiconsortium.org
Social Awareness
Empathy
Organisational awareness
Service
Social Skills
Inspirational
Influence
Developing others
Change catalyst
Conflict management
Building bonds
Teamwork and
collaboration
emotionalintelligence.co.uk
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Six Leadership Styles
Style
Impact on Climate
When Appropriate
Visionary
(Authoritative)
Moves people towards goals
Mostly strongly positive
When change requires new
vision and direction
Coaching
Connects people and goals
Highly positive
When employee needs to
improve performance
Affiliative
Creates harmony; connects people
Positive
Heals rifts
Build connections and team
Democratic
Gets commitment
Positive
Build buy-in and consensus
Get involvement
Pace-setting
Meets challenging & exciting goals
Often negative
To get high performance from
a motivated and competent
team
Commanding
(Coercive)
Soothes fears; good in emergency
Usually highly negative
Kick-start a turnaround or
with problem people
Based on global research with 3,871 executives: McBer Group, now The Hay Group,
Boston (1996)
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Impact of Leadership Styles
Daniel Goleman (2000)
Based on global research with 3,871 executives: McBer Group, now The Hay
Group, Boston (1996)
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Adapting Your Leadership Style
We need to ‘unlearn’
Increase self-awareness and take action:
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The leader I’d like to be
My current practice (patterns of behaviour)
Development needs:- learning agenda and ‘contract’
Experiment:- behaviour, thoughts and feelings
Practice and reflect:- embed the new learning
Develop trusting relationships:- feedback
Richard E. Boyatzis’s theory of self-directed learning, p 139 in,
Goleman, Daniel (2003) The New Leaders London, Time Warner Paperbacks
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