1. Leadership

2. Learning aims Understand different leadership styles
Consider pros and cons of different leadership styles in the workplace
Learn how to analyse leadership styles in others

3. Devil Wears Prada

4. Devil wears Prada
How would you describe Miranda Priestley's leadership style?
What behaviours support your conclusions.
What impact does Miranda’s leadership style have on those around her?
Good boss or bad boss?

5. LEADERSHIP

6. Leaders

7. Discussion
Name 3 strengths of a leader or mentor you admire

8. Leaders vs Managers

9. Table 19.1 Leadership versus management Source: based on Kotter (1990).

10. Table 10.2 Key differences between leaders and managers

11. Leaders vs Managers
“Sure we can separate leading and managing conceptually. But can we separate them in practice? Or, more to the point, should we even try? We should be seeing managers as leaders, and leadership as management well practiced” Henry Mintzberg (2009)

12. Leadership Styles Autocratic (Authoritarian) Bureaucratic Democratic
Coercive
Transactional
Transformational
Laissez-Faire .

13. Autocratic (Authoritarian)
Manager retains power (classical approach)
Manager is decision-making authority
Manager does not consult employees for input – even in their opinion would be useful
Subordinates expected to obey orders without explanations
Motivation provided through structured rewards and punishments
Can be demoralising

14. When to use Autocratic New, untrained employees
Employees do not respond to any other leadership style
High-volume production needs
Limited time for decision making
Manager’s power is challenged by an employee

15. Who are Autocratic Leaders?

16. Bureaucratic Manager manages “by the book¨
Everything must be done according to procedure or policy
If it isn’t covered by the book, the manager refers to the next level above him or her
Police officer more than leader

17. When to use Bureaucratic
Performing routine tasks
Need for standards/procedures
Use of dangerous or delicate equipment
Safety or security training being conducted
Tasks that require handling cash

18. Who are Bureaucratic Leaders?

19. Democratic Often referred to as participative style
Keeps employees informed
Shares decision making and problem solving responsibilities
“Coach” who has the final say, but…
Gathers information from staff members before making decisions

20. Democratic Continued Help employees evaluate their own performance
Allows employees to establish goals
Encourages employees to grow on the job and be promoted
Recognizes and encourages achievement
Can produce high quality and high quantity work for long periods of time

21. When to use Democratic To keep employees informed
To encourage employees to share in decision-making and problem-solving
To provide opportunities for employees to develop a high sense of personal growth and job satisfaction
Complex problems that require a lots of input
To encourage team building and participation.

22. Who are Democratic Leaders?

23. Transactional
Motivate followers by appealing to their own self-interest
Motivate by the exchange process.
EX: business owners exchange status and wages for the work effort of the employee.
Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.
Encourage leader to adapt their style and behavior to meet expectations of followers

24. When to use Transactional
Leader wants to be in control
When there are approaching deadlines that must be met
Relationship is short term

25. Transformational Charismatic and visionary
Inspire followers to transcend their self-interest for the organization
Appeal to followers' ideals and values
Inspire followers to think about problems in new or different ways
Common strategies used to influence followers include vision and framing
Research indicates that transformational leadership is more strongly correlated with lower turnover rates, higher productivity, and higher employee satisfaction.

26. Transformational cont.
Instils feelings of confidence, admiration and commitment
Stimulates followers intellectually, arousing them to develop new ways to think about problems.
Uses contingent rewards to positively reinforce desirable performances
Flexible and innovative.

27. Transformational Leadership
Charismatic vision gives meaning to work
Empathetic communication inspires teams
Confidence and trust increase
Innovation and creativity solves problems
Continuous improvement
Individual output increases

28. Transformational Leaders
“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy”.
“Leadership means that a group, large or small, is willing to entrust authority to a person who has shown judgment, wisdom, personal appeal, and proven competence.”

29. When to use Transformational
When leaders want members to be an active part of the organization and have ownership to it
When leaders are building a sense of purpose
When the organization has a long term plan
When people need to be motivated

30. Laissez-Faire Also known as the “hands-off¨ style
Little or no direction
Gives followers as much freedom as possible
All authority or power is given to the followers
Followers must determine goals, make decisions, and resolve problems on their own.

31. When to use Laissez-Faire
Employees are highly skilled, experienced, and educated
Employees have pride in their work and the drive to do it successfully on their own
Outside experts, such as staff specialists or consultants are being used
Employees are trustworthy and experienced

32. Other Referenced Theories
Theory X and Theory Y
Theory X and Theory Y each represent different ways in which leaders view employees.
Theory X is the traditional view of direction and control by managers.
Theory Y is the view that individual and organizational goals can be integrated.

33. Tight control, lots of rules, no freedom
Management/
Leader
Tight control, lots of rules, no freedom
Staff/
Followers
Alan Chapmen

34. Lots of freedom, creativity & responsibility
Staff/
Followers
Lots of freedom, creativity & responsibility
Management/
Leader
Alan Chapmen

35. Situational Leadership
Hersey-Blanchard
Situational Leadership
Based on the amount of direction (task-behavior) and amount of socio-emotional support (relationship-behavior) a leader must provide given the situation and the "level of maturity" of the followers.

37. Goleman – 6 emotional leadership styles
This theory highlights the strengths and weaknesses of 6 common styles – visionary, coaching, affiliative, democratic, pacesetting and commanding
It shows how each style can affect the emotions of your team members.

38. Table 19.6 Goleman’s six leadership styles Source: based on Goleman (2000).

39. Charismatic Leadership
Resembles transformational leadership – both leaders inspire and motivate their team
However charismatic leaders focus on themselves and their own ambitions rather than transformation of others
They have a feeling of invincibility

40. Selecting a Style Some people are motivated by reward
Some people are motivated by punishment
Social systems work best with a chain of command
When people have agreed to do a job, a part of the deal is that they cede authority to their leader

41. Future of Leadership
What are the future workplace trends and challenges that a leader may have to be prepared for?

42. Relationship management
Global Leadership
Global mindset
Relationship management
Cultural agility
Adaptability

43. Adaptability Handling emergencies or crisis Handling Work Stress
Solving Problems Creatively
Dealing with uncertain and unpredictable work situations
Learning work tasks, technologies and procedures
Demonstrating adaptability – interpersonal, cultural and physical orientated

44. Global Mindset Sensitivity to multiple cultures and their differences
Work experience in more than one country
Knowledge of and a willingness to seek customers, technology, supplies, innovations and employees from throughout the world

45. Cultural Agility Respects other cultures, people and points of view
Not arrogant or judgemental
Curious about other people and how they live and work
Interested in differences
Socially competent
Empathetic
Gets on with people

46. Relationship management
Require more collaborative decision making and problem solving
‘knowing who’ is more important than ‘knowing how’
Do not have to be an expert but have to know who to contact

47. Leadership Assignment
Pick a leader – famous or known
Describe the person
Explain what style of leadership they best represent and explain why
Further research will be required to support your answer
500 – 1000 words