1. Leadership and Management
Topic 2.4

2. What is the difference between LEADERSHIP and MANAGEMENT
What is the difference between LEADERSHIP and MANAGEMENT? In groups of two or three, come up with a definition for each.

3. Leadership Management
Based on reasoning/rationality
The process of
Planning, organising & coordinating human and capital resources
To achieve objectives
Tactical day-to-day
Based on emotion
The process/power of
Influencing others
Inspiring others
To achieve a goal
Strategic focus
Risk taking
Leaders and managers not necessarily the same:
- Managers are officially appointed
- Leaders may be the best person to handle a given situation

4. Leadership Styles Autocratic Democratic Laissez-faire
Situational leadership

5. Autocratic (Authoritarian)
Features…
Makes all the decisions
Prefers not to delegate
Tells employees what to do
Suitable when…. Quick/critical decisions need to be made
Limitations…
Top-down communication
No feedback for leader
Opinions of workers ignored
Possible resentment amongst employees
Can demotivate/alienate workforce

6. Democratic
Features…
Suitable when….
Limitations…

7. Laissez-Faire
Features…
Suitable when….
Limitations…

8. Situational (Contingency) Leadership
Using the right person and right style for the right situation. Adapt style to different situations
Factors that may affect style….
Culture - what culture exists?
Leader – how much trust do leaders have in workers?
Organisation – Tall or Flat hierarchical structure?
Task – Difficulty, urgency or importance of tasks?
Subordinates – How many/skill level/motivation?

9. Trait Theories (HL)
Trait theorists argue that leadership and management styles depend on the personal characteristics (traits) of the individual.
Are leaders born (natural born leaders) or can leadership be learnt by developing different traits? (see pg 252).

10. Trait Theories (HL)
Complete the table in Word by summarising the Trait Theories of
Likert,
Fiedler,
Blake & Mouton and
Tannenbaum & Schmidt

11. Blake and Mouton’s Managerial grid model8 7 6 5 D 4 3 2
1(A)
9(C)
Concerns for people
Concerns for completing the task

12. A (1,1) Impoverished Management
B (1,9) Country club management
C (9,1) Authority obedience management
D (5,5) Middle-of-the road management
E (9,9) Team management

13. Contingency Theory (HL)
There is no single best way to manage an organisation or to lead people
What might work in one situation does not necessarily work in other circumstances
The ‘best’ style depends on internal and external factors (size, knowledge, experience of workforce, time constraints, attitudes of mgt, traits of mgt)

14. Situational Theory (HL)
Similar to contingency theory as they both assume there is no optimal style of leadership
Key difference: situational theory places greater focus on the behaviour of effective managers and leaders, while contingency theory takes a broader approach when considering internal and external factors.

15. Key Functions of Management (HL)
Using a mind map (Word/Bubbl.us/Huelab etc), summarise the theories of Fayol, Handy and Drucker. (p261 – 263)
You will need to create a separate mindmap for each theorist.
Remember keywords only !

16. MBWA – Mgt by walking about
Proactive style of management
In contrast to managing operations from an office
Emphasises the importance of being in physical contact with people

17. 5Ps of effective leadership - Wally Bock
Pay attention to what’s important and don’t get bogged down in minute details of the organisation
Praise what you want to continue
Punish what you want to stop
Pay for the results you want
Promote people who deliver the results you want