1. Leadership Theory and Practice

2. Managers do the Things Right Leaders do the Right Things
Leaders and Managers
Managers do the Things Right
BUT
Leaders do the Right Things

3. Historical Development of Leadership
War Theory - Sun Tzu’s treatise - ‘by one who aspires to be a leader in war management, for the eyes of a leader in state governance’
Great Man Theory - study of already great leaders, often aristocracts -led to the idea that leadership comes from breeding
Grid Theory - said Leaders may be concerned for their people and also have some concern for the work to be done
Style Theory - identified four main styles of leadership; Exploitive authoritative, Benevolent authoritative, Consultative, and Participative,
Path/Goal Theory - said Leaders encourage followers by making the path easy, removing roadblocks, and increasing rewards
Servant Theory - said servant Leaders put other people's needs, aspirations and interests above their own
Transformational Theory - defined Leadership in terms of how the leader affects followers

4. Autocratic/Democratic styles
Tell
Sell
Consult
Join

5. Task and Process styles6 5 4 3 2 1
Concern for process
Concern for task

6. 3-D Styles relationship orientation effectiveness task orientation
developer
executive
bureaucrat
benevolent
autocrat
missionary
compromiser
relationship
orientation
deserter
autocrat
effectiveness
task
orientation

7. Action-centred Leadership
TASK
TEAM
INDIVIDUAL

8. Servant Leadership -Ten characteristics
Listening 
Empathy
Healing
Awareness
Persuasion
Conceptualisation
Foresight
Stewardship
Commitment to the growth of people
Building community

9. Transformational Leadership
Articulate a compelling vision of the future
Use stories and symbols to communicate their vision
Specify the importance of strong sense of purpose and collective mission
Talk optimistically and enthusiastically and express confidence about goals
Engender the trust/respect by doing the right thing and not doing things right
Instil pride in employees for being associated with them
Talk about their most important values and beliefs
Consider the moral and ethical consequences of decisions
Seek different perspectives when solving problems
Get employees to challenge old assumptions and think in new ways
Spend time teaching and coaching
Consider each individual employee’s different needs, abilities and aspirations
Be compassionate, appreciative and responsive, recognising employee’s achievements

10. Leadership Paradox Total Ego No Ego Autocrat Delegator Leader Manager
Perfection
Ambiguity
Written
Oral
Complexity
Simplicity
Big
Small
Patient
Impatient

11. Leading in Situations
Tell – fundamental strategy decisions or emergencies
Sell – situations where decisions need to be sold to employees
Consult – difficult personnel issues which need negotiations
Join – changing organisational climate/behaviour

12. Transforming through Leadership
Developing and providing a Vision
Giving Meaning to the vision
Enabling Trust and Belief
Having Self-awareness