1. Unit 4: People in Organisations
Leadership styles & their effectiveness
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2. Leadership Relationship through which one person
influences behaviour/actions of others
Related to motivation, interpersonal
behaviour & communication
No longer command & control, but
inspiration and creating a vision others can
identify with
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3. Development of leadership styles
Interest in organisational leadership was stimulated by the human relations movement in industrial sociology after the Second World War. The Hawthorne studies demonstrated that when managers took an interest in their employees and involved them in the decisions affecting their work, they worked harder.
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4. Leadership vs Management
does right things
innovates
develops
people
inspires trust
horizon
Manager
does things right
administers
maintains
systems, structures
control
bottom line
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5. Leadership Qualities
Alan Bryman (1986) uses the following to distinguish leadership from management.
The ability to communicate a desirable image of the future and to unite groups of people in a common purpose.
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6. Great man/Trait theories (1850s-1920s)
Leaders are born not made
Innate characteristic – skills cannot be learned
Superior qualities provide natural ability to lead
No agreement on traits
No scientific evidence
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7. Behavioural theories (1950s)
How leaders behave towards their followers:
People centred – needs & problems & skills of individuals
Task centred – negotiates with followers, shared power
Authoritarian – makes decisions
& expects others to obey
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8. authoritarian democratic makes decision & announces it
Leader exercises greatest authority here
makes decision & announces it
makes decision & tries to sell it to team
presents probable decision and invites discussion
presents problems, invites suggestions & reaches decision
presents problems, invites discussion, reaches joint decision with team
Team has greatest freedom here
allows team to operate on its own
democratic

9. Effectiveness of leadership styles
Goleman (2000) suggested there are 6 clear leadership styles:
Coercive (Do what I say) – negative
Pacesetting (Do as I do, now) – high standards expected and can have negative impact on those who cannot keep up
Coaching (Try this) – focused on staff development and individuals
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10. Effectiveness of leadership styles
Democratic (What do you think?) – achieves consensus through participation
Affiliative (People come first) – creates harmony and builds relationships. Often seen as the best overall approach
Authoritative (Come with me) – a visionary leader who encourages innovation and risk-taking. As long as used subtly, can have big positive impact on the overall organsiaitonal culture
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11. Exercise 1 What qualities have you observed in a good leader?
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12. A contingency approach
Handy (1987) suggested a contingency approach to leadership whereby several factors determine the particular style used:
The leader – their personality, character etc
Subordinates – individual personalities
The task – objectives, methods of working
The environment – other constraints/factors within the organisation such as technology, overall position of power of the leader
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13. Exercise 2 Should a leader be liked or respected – discuss?
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14. Leadership and change
Change is uncomfortable for everyone involved and is often resisted
When dealing with change, leaders must consider:
- the pace of the change
- the scope of the change
- the manner of the change
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15. Leading the change
Kurt Lewin (1946) said leaders should follow a 3-step process of change management to modify behaviour:
Unfreezing – need to ‘sell’ the change
Changing – identify the new behaviour needed and communicate it positively
Refreezing – stabilise the change and reinforce new behaviour
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16. Dealing with conflict
Conflict can be a result of poor communication, personality clashes or the work of a group of agitators
The ‘pluralistic’ approach recognises there will always be some form of conflict within an organisation
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17. Dealing with conflict
There are 2 aspects of conflict that are relevant, in practice, to the leader:
Conflict can be highly desirable – it can energise relationships and be constructive
Conflict can be highly destructive
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18. Leadership and organisational culture
The culture of an organisation is a general pattern of behaviour, beliefs and values that all have in common
The climate for this culture is created by managers and the way in which they manage/lead
Changing a culture may take a long time, especially if a traditional one with a history of one type of leadership and management
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19. Leadership and organisational culture
To change an organisational culture, Hampden-Turner (1990) suggested 6 modes of intervention:
Find the dangers
Bring conflict into the open
Play out corporate dramas
Reinterpret corporate myths
Look at rituals/processes
Creat a new system
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20. Leadership and organisational culture
Transformational leaders create conditions that mean the ‘followers’ want to achieve and do well. They do this by:
Individual consideration
Intellectual stimulation
Inspirational motivation
Idealised influence
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21. Further research Further research can be found through:
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