For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Leading and managing Chapter 6

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Fayol (1916) and the management process Management consists of the following activities: Forecasting Planning Organizing Co-ordinating Commanding Controlling The main functions of any organization were (with today’s equivalent): Technical - manufacturing or operations Commercial - purchasing, sales and supply chain or logistics Financial - the provision of financial funds, capital budgeting, project management and risk assessment Security – the protection of people, goods and property within the organization Accounting - the management accounting function together with stocktaking, costing, and statistical analysis Administrative - the management of the organization

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Fayol’s 14 principles of management Table 6.1

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Mintzberg’s (1973) 10 management roles Interpersonal roles - reflect the form that interaction with other people takes Informational roles - reflect the nature of the way that information is used in the job of the manager Decisional roles - reflect the nature of decision- making requirements within a particular managerial job

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Mintzberg’s management roles Figure 6.1

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Managerial Competency Framework Figure 6.2

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Competencies in the Managerial Competency Framework Table 6.2

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Management and leadership Management - a process that involves planning, organizing, leading (or deploying), and controlling resources in order to achieve goals Leadership - “the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplishing shared objectives.” (Yukl, 2010: 26)

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Comparing management and leadership Management - the exercise of influence over others using extrinsic motivation and based on externally determined legitimacy Leadership - the exercise of influence over others using their intrinsic motivation and reflecting subjective, follower-based legitimation

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Trait theories of leadership Traits found to have some association with successful leadership include: –General cognitive capacity and skills –Internal locus of control –Specific need structures –Integrity –Emotional stability and stress resilience –Initiative and high energy levels –Self-assurance and confidence –Interpersonal abilities and skills –Physical attributes (particularly height, but also perceived strength and attractiveness). –High social status background.

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Extended model of leader traits and leadership performance Figure 6.3

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Blake and Mouton’s grid: Five basic styles emerge from the matrix: Impoverished management Authority-compliance management Country club management Middle of the road management Team management A matrix based on two scales: Concern for people Concern for production (or output) BEHAVIOURAL THEORIES OF LEADERSHIP

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Leadership Grid Figure 6.4

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Management style determinants Figure 6.5

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Hersey and Blanchard’s situation approach Task behaviour Relationship behaviour Follower maturity (or readiness) Four styles of leadership: Telling Selling Participating Delegating

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Tannenbaum and Schmidt continuum Based on two concepts representing different styles of leadership: - Boss centred leadership - Subordinate centred leadership Within those basic styles, four major variations are identified: Tells Sells Consults Joins

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Continuum of leadership behaviour Figure 6.7

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning The Vroom, Yetton and Jago model of leadership It is the degree of subordinate involvement in the decision making process that is the major variable in leader behaviour There are four decision trees offered by the model - two for group problems and two for individual problems

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning The five Vroom & Yetton leadership approaches to follower participation Add Table 6.3 here

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Fiedler’s contingency model Brought together three situational aspects that determine the degree of situational favourableness which in turn indicates which leadership style would be most effective in that particular situation The three situational variables are: Leader–member relationships. Task structure. Position power.

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Fiedler’s contingency model Figure 6.8

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning House’s path-goal leadership theory Four styles of leadership behaviour: Directive leadership Supportive leadership Participative leadership Achievement-oriented leadership The two situational factors: Subordinate characteristics Demands facing subordinates Figure 6.9

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning OTHER APPROACHES TO LEADERSHIP Leader-Member Exchange theory Transactional and Transformational leadership Charismatic leadership Value-based leadership

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning The Leader-member exchange model of leadership Figure 6.10

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Characteristics of transactional and transformational leaders Table 6.4

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Followership Authentic followership - achieved by those who freely choose to follow based on their realistic view and assessment of the consistency of the leader’s values and behaviours, the congruence of these values with their own, and their own assessment of the leader’s authenticity, honesty and integrity in leading them Guidelines for followers that summarize how followership can support and enhance leadership effectiveness include: Find out what you are expected to do Take the initiative to deal with the problem Keep the boss informed about your decisions Verify the accuracy of the information you give the boss Encourage the boss to provide hones feedback to you Support leader efforts to make necessary changes Show appreciation and provide recognition when appropriate Challenge flawed plans and proposals made by leaders Resist inappropriate influence attempts by the boss Provide upward coaching and counseling when appropriate

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning LEADERSHIP NEUTRALIZERS AND SUBSTITUTES Leadership neutralisers - factors that can reduce the opportunities for or effectiveness of leader influence Leadership substitutes - factors that can replace or reduce the need for leadership Leadership neutralizers - arise from three aspects of organizations: Subordinate characteristics Task characteristics Organizational characteristics

For use with Organizational Behaviour and Management by John Martin and Martin Fellenz © 2010 Cengage Learning Distributed, shared, and virtual leadership Distributed or shared leadership - refers to leadership which is jointly exercised by a number of highly interdependent, intensely collaborating and closely interacting individuals Malhotra et al., (2007) identify six leadership practices of effective virtual team leaders: establish and maintain trust using communication technology; ensure that distributed diversity is understood and appreciated; manage virtual work-life cycle (meetings); monitor team progress using technology; enhance visibility of virtual members within the team and outside in the organization; and enable individual members of the virtual team to benefit from the team.