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Qualities of Leadership and Management Ian Grigor.

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Presentation on theme: "Qualities of Leadership and Management Ian Grigor."— Presentation transcript:

1 Qualities of Leadership and Management Ian Grigor

2 Aims of session  To analyse the skills and attributes that describe leadership and management  To analyse how they impact on organisational effectiveness

3 Objectives b To analyse what effective leaders and managers do b To analyse the skills of leaders and managers b To compare and contrast where leaders and managers overlap b To analyse where their roles differ

4 Skills of effective leaders (Pedler, Burgoyne and Boydell, 1986) b Command of basic facts i.e. ability to manage information b Relevant professional understanding i.e. professional credibility b Continuing sensitivity to events i.e. an humanistic approach b Analytical, problem-solving, decision/judgement-making skills b Social skills and abilities b Emotional resilience b Proactivity - inclination to respond purposefully to events b Creativity b Mental agility b Balanced learning habits and skills b Self-knowledge

5 Skills of effective leaders (Whetton and Cameron, 1991) b Verbal communication (including listening) b Managing time and stress b Managing individual decisions b Recognising, defining and solving problems b Motivating and influencing others b Delegating b Setting goals and articulating a vision b Self-awareness b Team-building b Managing conflict

6 So what is a leader and what does she do? It’s often a good idea to think in terms of a great leader….

7 Where do leaders arise from? This is a situational phenomenon, often prompted by the environment that they exist in e.g. the terrorist attack on New York

8 Do leaders have to work within limits in that capacity? The main point is that leaders are not formally appointed so they can, and often do, push back the boundaries

9 Leadership theories/styles b Trait – born to lead b Behavioural – autocratic, democratic, laissez-faire b Contingency – style + situation b Transformational - innovators

10 How, what, why and where do leaders impact? b How do they lead? b What attributes do they utilise? b For whose benefit? b In what arena(s) and under what circumstances?

11 So what are managers? b They are employed by the organisation to achieve goals b As such, the organisation is their prime concern b They have demonstrated that they have managerial skills b They (hopefully) enjoy professional respect but as professional managers

12 What do they do? b Manage people – how? b Manage finance – in what way? b Manage information – where do they get it? b Manage projects e.g.??? b Manage change

13 How do the skills of a manager overlap with that of a leader? b Excellent communication skills b Fairness b Professional knowledge b Planning b Visionary

14 Where do managers and leaders differ? b Accountability b The type of professional knowledge they use b The beneficiaries of success – the group or the organisation

15 Can they be one and the same person? They can but their goals in life are different. However, such is their degree of overlap e.g. in attributes that the ideal is a manager who leads. A good example is Mayor Giullianni of New York.

16 Objectives b To analyse what effective leaders and managers do b To analyse the skills of leaders and managers b To compare and contrast where leaders and managers overlap b To analyse where their roles differ


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