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Leadership And Management Styles

Leadership And Management Styles



Leadership And Management Styles

Leadership And Management Styles



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    Leadership And Management Styles Leadership And Management Styles Presentation Transcript

      • Management: The process of setting objectives and making the most efficient use of financial, human and physical resources to achieve these objectives. Key tasks include planning, control and co-ordination .
      • Leadership : Influencing others to achieve certain aims or objectives. Effective leadership skills can help a manager to carry out their duties
      • Decide upon objectives for the organisation
      • Provide expertise and set standards for the organisation
      • Decide upon company structure and shape the culture of the business
      • A good leader will be informed and knowledgeable about matters relating to the business
      • A good leader should be self-motivated and desire to achieve great things
      • A good leader should possess an air for authority
      • A good leader would have the ability to think creatively and to solve problems
      • Three basic categories of leadership style…
      • Autocratic or authoritarian leadership
      • Paternalistic leadership
      • Democratic leadership
      • Such leaders…
      • Take decisions with little involvement of junior employees
      • Allocate tasks
      • Set objectives
      • Will contain total control throughout
      • Such leaders, use a one-way communication system, downwards from leader to subordinate.
      • This style of leadership may be appropriate when quick decisions are required, or when large numbers of un-skilled employees are involved.
      • This is a leadership style which is quite dictatorial, yet decisions are taken in the best interests of the employees .
      • This style’s key features include…
      • This form of leadership explains decisions
      • It also ensures employees’ social and leisure needs are met.
      • This form of leadership involves running a business on the basis on the majority of decisions.
      • This methods main features include…
      • This form of leadership encourages employees to take part in decision-making
      • This method also uses delegation
      • There is a two-way communication between senior
      • and junior employees.
      • Bill Gates was a man, famous for his democratic management style at Microsoft.
      • He has actively involved employees in key management and strategic decisions.
      • Most of his time is devoted to meeting with customers and staying in contact with Microsoft employees around the world via e-mail.
      • In 1964, Douglas published ‘The Human Side of Enterprise.’
      • This book is famous for discovering how leaders’ attitudes may influence their behaviour.
      • The book is noted for its comparison of two types of leader that McGregor called ‘TheoryX’ and ‘TheoryY’ leaders.
      • The average employee dislike work and will avoid it if at all possible
      • People must be controlled and directed and punished, if necessary, to put in a real effort at work
      • The typical worker wants to avoid responsibility and has little ambition
      • Employees look for security above all else at work
      • Working is as natural as play or rest for the average employee
      • The typical worker does not have an in-built dislike for work
      • Other means exist to motivate workers rather than control and punishment
      • In the right circumstances, workers seek responsibility
      • Most employees have imagination and creativity that may be used to help organisations achieve their goals
      • Peter Drucker published ‘The Practice of Management,’ which included his theory of Management by Objectives .
      • According to Drucker’s theory of management, managers should;
      • Identify and agree targets for achievement with sub-ordinates
      • Negotiate the support that will be required to achieve these targets
      • Evaluate over time the extent to which these objectives are met
      • It can improve the communication within the organisation as the target-setting and evaluation process takes place
      • Employees may be motivated by understanding what they are trying to achieve, and how it helps the business achieve its overall goal.
      • MBO can highlight training needs for managers and sub-ordinates, improving their performance and productivity
      • Some employees may see the setting of targets as threatening. A manager might set targets that the subordinate considers unachievable
      • All employees within the organisation must be committed to the technique if it is to succeed and benefit the business
      • Modern businesses operate in a business environment that changes rapidly. Objectives can quickly become out of date.
      • There are a number of important factors which influence the day-to-day leadership approach used by managers
      • Team working occurs when production is organised into substantial units of work.
      • Team working is common within organisations
      • Businesses may assemble teams to solve problems and propose new working methods
      • A correct balance of people within the team is essential
      • Individuals must not only be multi-skilled, but their skills and personalities must blend together and be complimentary
      • Successful teams need people with drive and motivation, as well as people with administrative skills to ensure all tasks are completed
      • Quality Circles: teams of employees drawn
      • from all levels in the organisation to solve operational problems
      • It is important for leaders to make sure that teams are all pursuing the organisation’s objectives
      • Teams may become too competitive
      • Teams may become confident to their own success, an unaware of changes taking place out side the team. This may result in failure to meet targets
      • Team-based leadership may also require the implementation of single status into the workplace
      • This leads to the removal of all barriers distinguishing between different grades of staff within the organisation
      • Use the same canteen and other facilities
      • Work similar hours
      • Are entitled to similar holiday arrangements
      • Wear the same clothing
      • The only distinction remaining should be the level of pay received by various grades of employees
      • Important elements of an individuals style of leadership
      • Delegation: Managers give junior employees the authority to carry out particular tasks
      • Consultation: occurs when managers ask for, and take into account, views of subordinates
      • Frees senior managers for other matters
      • May breed a sense of responsibility and help to motivate
      • Controlling subordinates is expensive and supervisors may be required
      • Individuals may develop skills and careers
      • Trusting subordinates can be risky and responsibility remains with the senior manager
      • Delegation may involve expensive training for subordinates
      • Once trust is given, it is impossible to remove it without loss of face
      • Some managers may be reluctant to use delegation as they have to relinquish control