1. Session 5 Leadership in the working environment Fundamental to assessment Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

2. Course Objectives To deliver a coherent and deliverable market oriented internal culture to encourage flexibility which is SMART enough for your employer to understand and give you the go ahead. To follow the CIM guidelines so as not to throw away marks To maximise the LSM on-line resources = SUCCESS Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

3. Agenda Origins of management Functions, Roles and Qualities of Management Leadership approaches and styles Power and influence Culture Thought leadership Stakeholder relationship management Assessing your leadership style Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

4. Managerial Functions, Roles and Qualities Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

5. Managerial Roles Conceptualise Design Direct Coordinate Allocate Resources Delegate Review Take corrective action Develop Competitive Strategies Increase the Wealth of the Company and that of Shareholders Increase Organisational Performance Outperform Competition Observe the Laws. Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

6. Management Paradigms Management paradigms are; a term used to describe the type of a manager an individual is, based on the way they view the world, given their perceptions. The word paradigm comes from the Greek and it means example. So management paradigms are nothing more but different management examples. © Dr George Panagiotou 2009 Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

7. Leadership Aspects A good leader should possess Interpersonal and Coordination skills in order to influence the behaviour of others. Management is about getting a task done Leadership is about setting direction and focus whilst inspiring employees to follow the direction and achieve the set goals and objectives. A leader is expected to be visionary and dynamic whilst being charismatic to guide the subordinates through influencing their actions and behaviour. Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

8. Leadership Traits Perseverance and determination Assertiveness Self confidence and decisiveness Adaptability Cooperativeness Stress tolerance Acceptance of responsibility Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

9. Leadership skills Communicative and fluent Coordination and organisation skills Tactful Diplomatic Persuasive Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

10. Approaches to leadership Behavioural approach The behavioural approach to leadership is concerned with the behavioural aspects of leaders than the traits of leaders Situational approach The Situational approach to leadership is concerned with the leaders adopting a leadership style which is suitable for the situation. Transformational Transformational leadership aims to transform the performance of the organisation by carrying out changes to develop the organisation Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

12. Power and influence Power is concerned with capability of the leader to change the behaviour of subordinates. Influence is also concerned with changing behaviour of individuals however influence is less stronger than power and is more subtle The culture of the organisation and the style of leadership practiced within the organisation has significant impact on the sources of power and the influence within the organisation. In a hierarchical organisational structure which consist of autocratic leadership; power of the leader results from aspects such as position, seniority etc. In organisations where the tasks performed need a high level of expertise, the power results form the expertise towards the specific task. Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

13. Sources of Power French and Raven (1959) Legitimate power - is resultant from the position held within that organisation. Reward power - associated with rewarding the individual Coercive power - associated with threatening to punish individuals for certain behaviour Expert power - results from the skills and expertise towards a particular task Referent power - special characteristics of the individual such as personality, charisma and interpersonal skills. Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

14. Organisational Culture Organisational culture describes the set of values and beliefs of a society that have become a way of life for its members. Such values and beliefs are formed over a long period of time and are the outcome of a number of influential individuals and key events in the various stages of that society. Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

15. The Cultural Web Source: Johnson Gerry (1992) NHS egs 3m Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM Johnson Gerry (1992)

16. Bi cultural leadership The influence of different cultures are present in any organisation and does not necessary depend on whether the organisation is a international organisation. Leaders need to be aware of the different cultures present and need to be able to mange the differences Three approaches are present in managing different cultures Ignore the differences between cultures and conduct operations Remove differences Accept the differences between cultures Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

17. Thought Leadership This form of leadership significantly differs from traditional methods of leadership and the leadership role is not resultant from role, power or authority Thought leadership is concerned with thinking creatively and in a different way and inspiring others to think differently. Any person within the organisation has the ability to become thought leader and a thought leaders can emerge during a meeting or discussion. Thought leadership depend on the traits of the individuals and not learned skills Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

18. Innovation and learning within an organisation Innovations can result in; Operations-systems within the organisation. Processers - processors which deliver value to the customers Products and services Marketing – marketing research, communications Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

19. Stakeholder relationship management Assess stakeholder power and influence This power and influence can vary on aspects such as investment made in the organisation, authority of the stakeholder group over the organisation and the power of the group on the activities of the organisation. Developing and managing relationships with the stakeholders is important. Misunderstandings and conflicts need to be avoided in order to maintain a successful relationship. Compatibility with stakeholders in the forms of shared values and beliefs are important in maintaining effective relationships. Differences between these groups and the organisation need to be effectively managed. Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

20. Creating partnerships with stakeholders In order to maintain effective relationships it is important that the leader encourages people to; Work on developing the relationships Exchange information and collaboration Strive on quality improvement Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

21. Assessing different leadership styles It is important for a leader to identify his or her leadership style. The following factors need to be considered when evaluating the leadership style. 1)The leadership style that the individual would like to develop from the identified styles. 2)The style which is suitable to the context of the organisation. 3)Barriers in developing and implementing of the preferred or the suitable leadership style. Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

23. The Different Approaches to Management Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

24. Conceptualising. To be insightful, progressive and able to generate new ideas. Contextualising.To have the ability to put new ideas and visions in a context in order to make it easy for others to make sense of vague and abstract information. Forecasting.To have the foresight to realistically anticipate future events in the economy and the particular industry and business. Planning.To decide the activities of the organisation, develop key operational guidelines and set performance criteria. Organising.To allocate funds together with human and non-human resources to the various activity areas. Communicating.To articulate requirements using a suitable language and pace according to the individual, team or group dealing with in order to aid understanding. Motivating.To provide inspiration and incentives to relevant members in order to raise and maintain morale, proactiveness and goodwill in the organisation. Coordinating.To synchronise, harmonise and maintain organisational activities. Controlling.To monitor activities and overall progress in relation to the objectives and the preset criteria in order to maintain direction and pace. Measuring.To evaluate the achievement of targets with the use of diverse qualitative and quantitative techniques in order to determine effectiveness of methods employed. Taking Corrective Action.To modify the course of action according to emerging challenges and opportunities so that the desired performance against targets is achieved. Transparency of Activities. To promote clear policies and procedures so that ambiguity and uncertainty are avoided. Ethical Practices.To foster fairness, embed moral practices and ensure the good corporate citizenship of the organisation. The Functions of Management Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

25. Leadership in reality It is important that the organisation and its leaders have a good understanding of the theories of good leadership; however certain issues in implementation may arise in implementation of theory to practice. Leaders may be faced with certain challenges when implementing leadership strategy which may not be within the control of the leader. Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM

26. Leadership Styles Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM