Leaders and managers

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Give 3 characteristics of leaders
creating an inspiring vision, motivating and inspiring people to believe in the vision, manage the delivery of the vision
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What do leaders do?
inspire people, build relationships, take risks, have followers
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What do managers do?
enact the plan, use their authority, manage risks, have subordinates
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Transformational leaders
they focus mainly on the organisation, supervision and group performance.
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What is the leadership style like for transformational leaders?
focuses on team building, motivation and collaboration with employees to achieve change for the better. set goals to push workers to higher levels and provide individual growth for the employees
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Transactional leaders
focus on change within the actual organisation rather than each individual employee
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What is the leadership style like for transactional leaders?
Use their discipline powers and incentives to motivate employees so they work at their best. they give rewards for people who work their best.
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What is people focus?
when the business empowers employees to make decisions that benefit the customer. allows customer satisfaction which is very important for a business.
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What is an operational focus?
when the leader sees how individual parts of the organisation fit together to create a larger outcome. when thinking about issues they focus on the systems and processes needed or how they will be impacted.
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What is risk seeking?
when they are pursuing their vision, find it natural to overcome problems they face. comfortable with risks and will break the rules if it means getting something done.
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What is risk minimising?
when they reduce the likelihood of a bad event occurring
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What did Peter Drucker think a manager should do?
set objectives & plan, organise a group, motivate & communicate, measure performance and develop people.
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What did Henri Fayol think a manager should do?
plan, organise, command, co ordinate and control
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Similarities and differenced between Drucker and Fayol
Both of them recognise managers should plan. But Drucker thought it was better to motivate whereas Fayol thought it was better to command.
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Theory X managers (McGregor's theory)
this type of manager thinks the average worker is lazy and dislikes work. workers need to be controlled and directed. centralised organisation and exercise of authority.
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Theory Y managers (McGregor's theory)
this type of manager thinks most people enjoy work, workers will take responsibility and organise themselves, decision making can be delegated.
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Senior management
these are the board of directors. they set corporate objectives and set strategic direction. the board is responsible to shareholders, led by the CEO.
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Middle management
they are accountable to senior management and run business functions and departments.
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Junior management
have the supervisory role and are accountable to middle management. they monitor and control day to day tasks and manage team of workers.
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What does the Tannenbaum and Schmidt Continuum recognise?
Recognises that leadership styles depends on these factors; the leaders personality, perceived qualities of subordinates and situational factors.
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TELL (T & S continuum)
leader identifies problems, makes decision and announces to subordinates, expects implementation.
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SELLS (T & S continuum)
leader still makes decision, attempts to overcome resistance through discussion and persuasion
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CONSULTS (T & S continuum)
leader identifies problem and presents it to the group, listens to advice and suggestions before making a decision.
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JOINS (T & S continuum)
leader defines the problem and passes on solving and decision making to the group, manager is part of that group
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The Blake mouton grid
This identifies different leadership styles, there are 5 different types. the grid has two axis, concern for completing the task and concern for people
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Country Club management (BM Grid)
low concern for completing the task, high concern for people
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Impoverished management (BM grid)
low concern for completing the task, low concern for people
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Middle of the road management (BM grid)
in the middle of the grid, middle of both the axis
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Team management (BM gird)
high concern for completing the task and high concern for people
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Task management (BM grid)
high concern for completing the task, low concern for people
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Other cards in this set

Card 2

Front

What do leaders do?

Back

inspire people, build relationships, take risks, have followers

Card 3

Front

What do managers do?

Back

Preview of the front of card 3

Card 4

Front

Transformational leaders

Back

Preview of the front of card 4

Card 5

Front

What is the leadership style like for transformational leaders?

Back

Preview of the front of card 5
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