1. ”Managers are people who do things right
”Managers are people who do things right. Leaders are people who do the right things”

2. LEAD
LISTENING
ENTHUSIASME
ARGUMENTING
DIRECTING

3. Why do we need leaders? • Incomplete organisational structure
• External change
• Internal change
• Motivate, inspire and influence

4. Leadership roles
• Policy issues, strategic decision making & structural change [Origination = top managers on system level]
• Interpret strategic decisions and design method of implementation [Interpolation = intermediate-level managers on subsystem level]
• Implement policies and procedures efficiently [Administration = lower-level managers with know-how]

5. Approaches to leadership [100 years]
traits approach
Behavioural approach
Situational approach

6. Early theories of leadership: Traits theories or Great-Man theories
Trait theories are about "Who is a leader?” The theories identify certain personality types and concern well-known personalities who possess distinguished innate characteristic, or just were at the right place at the right time. Examples: Ghandi, Churchill etc.

7. The Great Man Theory
Traits: Physical traits, intelligence, personality traits
Stogdill (1948): revised 124 studies of leadership & found only 3 attributes for most leaders:
Height
Intelligence
Initiative

8. Who is your leader?
Lord et al (1984) found that group ascribed to leaders 3 attributes:
Intelligence
Dominance
Masculinity

9. Changes between 1948 and 1984
McCare, Robert R. (2000): “Trait Pychology and the Revival of Personality and Culture Studies”
What are these “changes” based on? PEAK

10. Leaders behaviours
Stogdill & Coons (1957) identified 9 dimensions of behaviour:
Initiation
Membership
Representation
Integration
Organization
Domination
Communication
Recognition
Production

11. Factor analysis of the 9 dimensions gave 2 large factors
Consideration
Helping subordinates
Doing favours
Explaining
Initiating Structure
Getting subordinates to follow rules
Setting performance standards
Making roles explicit

12. Behavioural theories [styles]: What the leader does rather than who the leader is
The way someone performs the task:
Charismatic Theory
Authoritarian
Democratic
Laissez-Faire
Task vs Relationship (Blake & Mouton)

13. Autoritarian styles Strong control Dominance Orders to be followed
Directions are commands
Criticism is common

14. Democratic style Participative and less controlling
Control is shared by the group
Stimulation and quidance instead of commands
Group responsiblity for the outcomes is based on:
Active participation
Responsibility for oneself and for the welfare of the group
Concern and consideration for each group member

15. Laissez-Faire inactive, passive, nondirectional Lack of limits
Control is left to the group
Independent non-co-ordinated activities
Highly self-directed, motivated and selv-organised groups could here become highly creative and productive

16. Task vs. relationship [Blake & Mouton]
Task oriented leader:
Get the work done and encourage group productivity.
Relationship oriented Leader
Secure interpersonal relationships through activities that meet the needs of group members
The task and relationship orientations are bipolar. The leader can be high in one scale and low on another. It is also possible to balance between task and relation.

17. Tannenbaum & Schmidt