1. 2.3 LEADERSHIP AND MANAGEMENT
Angela, Nikita, Zakhar

2. Catalogue Introduction The function of management
Mintzberg’s management roles
The differences between management and leadership
What makes a good leader?
Leadership styles
Effectiveness of leadership styles
Ethical considerations and leadership styles
Cultural considerations and leadership

3. Introduction
Leadership involves setting a clear direction and vision for an organisation that others will be prepared to follow
Employees will wants to follow a good leader and will respond positively to them
A poor leader will fail to win over staff and will have problems communicating with the organising workers effectively
Managers who focus on control of people and allocation of resources can fail to provide a sense of purpose or focus that others will understand and be prepared to follow

4. The function of management
Setting objectives and planning
Organising resources to meet the objectives
Controlling and measuring performance against targets
Coordinating activities
Directing and motivating staff

5. The functions of management
Setting objectives and planning:
Senior management will establish overall strategic objectives and these will be translated into tactical objectives for the less senior managerial staff
The planning needed to put these objectives into effect is also very important
A new production or marketing objective will require the planning and preparation of sufficient resources

6. The functions of management
Organising resources to meet the objectives:
This is not just about giving instructions
People throughout the business need to be carefully recruited and encouraged to take some authority and to accept some accountability via delegation
Senior managers will ensure that the structure of the business allows for a clear division of tasks and that each section or department is organised to allow them to work towards the common objectives

7. The functions of management
Directing and motivating staff：
This involves guiding, leading and overseeing employees to ensure that organisational goals are met
The significance of developing staff so that they are motivated to employ all of their abilities at work is now widely recognised
This will make it more likely that organisational aims are achieved

8. The functions of management
Coordinating activities:
As the average size of business units increases, which is specially true for multinationals, so the need to ensure consistency and coordination between different parts of the organisation increases
The goals of each branch, division, region and even all staff must be welded together to achieve a common sense of purpose
At a practical level, this may mean avoiding the situation where two divisions of the same company spend money on research into the same new product, resulting in wasteful duplication of effort

9. The functions of management
Controlling and measuring performance against targets:
Management by objectives establishes targets for all groups, divisions and individuals
It is management’s responsibility to appraise performance against targets and to take action if underperformance against targets and to take action if underperformance occurs
It is just important to provide positive feedback when things are going right

10. Mintzberg’s management roles
These are ten roles common to the work of all managers
These are divided into 3 groups:
Interpersonal roles – dealing with and motivating staff at all levels of the organisation
Informational roles – acting as a source, receiver and transmitter of information
Decisional roles – taking decisions and allocating resources to meet the organisation’s objectives

11. Mintzberg’s management roles (p163)

12. The differences between management and leadership
Leadership: the art of motivating a group of people towards achieving a common objective
It can be considered to be about aligning people to the vision of the business which means communication, motivation and inspiration
Management: a set of processes that keep an organisation functioning
The processes are about planning, budgeting, staffing, clarifying jobs, measuring performance and problem- solving when results did not go to plan

13. Key differences between leaders and managers
Leadership
Management
Motivating and inspiring others
Innovators who encourage others to accept change
Stems from personal qualities or traits
Natural abilities and instincts
Believes in doing the right thing
Respected and trusted by followers – they want to follow because of leader’s personality
Creates and develops a culture of change
Directing and monitoring others
Problem-solvers
Official position of responsibility in the organisation
Skilled and qualified to perform role
Believes in doing things right
Listened to by others because of status – not necessarily because of personality
Accepts and conforms to the ‘norms’ of organisation

14. What makes a good leader?
Not all of the good leaders are gifted the talent of leadership
Normal people can also be leader by training to adopt the key attributes of good leadership and accumulating life’s experiences on the quality of leadership
Personal characteristics:
A desire to succeed and natural self-confidence that they will succeed
Ability to think beyond the obvious – to be creative – and to encourage others to do the same
Multitalented enabling them to understand discussions about a wide range of issues affecting their business
Incisive mind that enables the heart of an issue to be identified rather than unnecessary details

15. Leadership styles(p166) Autocratic leadership Paternalistic leadership
Democratic leadership
Laissez-faire leadership
Situational leadership

16. Leadership styles Autocratic leaders:
- Take decisions on their own with no discussion
- Motivation levels
- Supervision of staff will be essential
- Orders may need to be issued quickly with immediate response
- Applications: armed places and police

17. Leadership styles Democratic leaders:
Engage in discussion with workers before taking decisions
full participation in the decision-making process
Higher expectations of working people’s experience from work
The need to consult
Threatening
Doubts about their own ability from others

18. Leadership styles Laissez-faire leaders:
Laissez-faire = ‘let them do it’ / allow workers to carry out tasks and take decisions themselves within very board limits
An extreme version of democratic management
Very little input from management
Applications: research or design teams
Limitation: lack of confidence & poor decisions
never sure if what they are doing is ‘right’

19. Leadership styles Paternalistic leaders:
Pay more attention to the social aspects of their employees
Keep employees happy and motivate
Act as a sort of ‘father figure’ to employees
Feedback is invited, improving morale, but the final decisions are still taken by senior management
Strengths: employee loyalty and motivation
Limitation: lead to a sense of frustration when the employees’ feedback seems to have been ignored

20. Leadership styles Situational leaders:
Adapt their style of leadership to the task or job that needs to be undertaken and the skills and experience of the group being led
If the group contains workers who lack specific skills and are unable or unwilling to accept responsibility for the task, then a high level of directive leadership will be needed.
If the workers are experienced and willing and able to perform a task and take responsibility for it, then a more participative or democratic style of leadership will be appropriate.

21. Effectiveness of leadership styles
The training and experience of the workforce & the degree of responsibility that they are prepared to take on
The amount of time available for consultation and participation
The management culture & business background of the managers
Personality of managers
The importance of the issue

22. Ethical consideration & leadership styles

23. Cultural considerations and leadership

24. Thank you for listening!