Leadership Theory and Practice

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

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

Autocratic/Democratic styles Tell Sell Consult Join

Task and Process styles 6 5 4 3 2 1 Concern for process 0 1 2 3 4 5 6 Concern for task

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

Action-centred Leadership TASK TEAM INDIVIDUAL

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

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  

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

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

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