Leadership strategies in the work place


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Presentation looking at different leadership styles which can be experienced in the workplace.

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  • Aim of today’s session is to meet the following learning outcomes and to give you the opportunity to work through some changes which are relevant to you. Exercise 1 Before we start I’d like you to think of a change you would like to introduce into clinical practice – it could be a clinical change or it could the way students are allocated mentors and assessors or off duty. Spend 5 minutes thinking about what change you would like to introduce and why you think the change is required.
  • Leadership strategies in the work place

    1. 1. Leadership Strategies in the Work Place David Stonehouse Senior Lecturer
    2. 2. Learning Outcomes <ul><li>By the end of the session the learner will: </li></ul><ul><li>Examine some of the characteristics of a leader. </li></ul><ul><li>Discuss origins and models of leadership </li></ul><ul><li>Discuss leadership styles and models of leadership </li></ul>
    3. 3. What Is Leadership? <ul><li>“… ..getting people to do willingly, that which their instincts teach them not to.” (Mullins: 1999) </li></ul>
    4. 4. What Is Leadership? <ul><li>Leadership is about: </li></ul><ul><li>The ability to bring about change? (Fagan:1990) </li></ul><ul><li>The process of influencing others? (Tapan:1995) </li></ul><ul><li>Leadership is partly about power & partly about charisma. (Maxwell:1985) </li></ul>
    5. 5. Words to Describe a leader? <ul><li>Innovator </li></ul><ul><li>Motivator </li></ul><ul><li>Role model </li></ul><ul><li>Interpersonal skills </li></ul><ul><li>Values staff </li></ul><ul><li>Promoter of positive punishment </li></ul><ul><li>Proactive </li></ul>
    6. 6. Leadership Models <ul><li>Early Leadership models were: </li></ul><ul><li>Military </li></ul><ul><li>Religious </li></ul><ul><li>Political </li></ul><ul><li>Kings & Queens </li></ul><ul><li>Most were men </li></ul><ul><li>Today modern leadership comes from industry. </li></ul>
    7. 7. Leadership Styles <ul><li>Autocratic </li></ul><ul><li>Democratic </li></ul><ul><li>Laissez-faire </li></ul><ul><li>Transformational </li></ul><ul><li>Situational </li></ul>
    8. 8. Autocratic Style Of Leadership <ul><li>Tells others what </li></ul><ul><li>to do. </li></ul><ul><li>Limits discussion </li></ul><ul><li>on ideas. </li></ul><ul><li>Emphasis on productivity. </li></ul><ul><li>Communication </li></ul><ul><li>one way. </li></ul><ul><li>Positives </li></ul><ul><li>When time is limited. </li></ul><ul><li>In emergency or rescue situations. </li></ul><ul><li>When leader is the most knowledgeable person </li></ul><ul><li>Negatives </li></ul><ul><li>Devalues & de-motivates staff if applied extensively. </li></ul>
    9. 9. Democratic Style Of leadership <ul><li>Involves others. </li></ul><ul><li>Asks before telling. </li></ul><ul><li>Promotes sense of team work. </li></ul><ul><li>Focus of power is with the team, rather than an individual. </li></ul><ul><li>Positives </li></ul><ul><li>Team members have a greater say in decision making. </li></ul><ul><li>Team motivation. </li></ul><ul><li>Negatives </li></ul><ul><li>Conflict in direction, if there are too many leaders. </li></ul>
    10. 10. Laissez-faire Style Of Leadership <ul><li>Freedom of action is given to team. </li></ul><ul><li>Manager/leader does not interfere, but is available if help is needed. </li></ul><ul><li>Positives </li></ul><ul><li>High degree of skill/motivation exists within the team. </li></ul><ul><li>Negatives </li></ul><ul><li>If the team is not skilled enough at the task. </li></ul>
    11. 11. Transformational Style Of Leadership <ul><li>“ is a process of engendering higher levels of motivation and commitment among followers.” (Mullins:1999) </li></ul><ul><li>Actively develop relationships with their co-workers. </li></ul><ul><li>The work place & meaning of work are transformed </li></ul><ul><li>Employees pursue active goals. </li></ul>
    12. 12. Transformational Leadership – Four Basic Components. <ul><li>Idealised Influence – Charisma of the leader, and the respect and admiration of the followers; </li></ul><ul><li>Inspirational Motivation – behaviour of the leader provides meaning & challenge to the workers: </li></ul><ul><li>Intellectual Stimulation – promotes intelligence & new ways of working; </li></ul><ul><li>Individualised Consideration – Leader has special concern for workers growth & development. </li></ul>
    13. 13. Battle of Agincourt 25 October 1415 (Saint Crispin’s Day)                                               
    14. 14. St Crispin’s Day Speech From Henry V <ul><li>He was present and involved </li></ul><ul><li>He was fair </li></ul><ul><li>He was flexible </li></ul><ul><li>He was honest </li></ul><ul><li>He was clear </li></ul><ul><li>He was timely </li></ul>
    15. 15. Key Qualities <ul><li>Knowledge & skill, </li></ul><ul><li>Effective communication of ideas, </li></ul><ul><li>Confidence, </li></ul><ul><li>Commitment, </li></ul><ul><li>Energy, </li></ul><ul><li>Insight into the needs of others </li></ul>
    16. 16. Additional Qualities <ul><li>Ability to listen </li></ul><ul><li>Ability to reserve judgement </li></ul><ul><li>Give direct & positive feedback </li></ul><ul><li>Recognise individual values through respect for others </li></ul><ul><li>& use humour. </li></ul>
    17. 17. What Would Motivate You?
    18. 18. Bibliography Buchanan, D. & Huczynski, A. (2004) Organizational Behaviour: An Introductory Text. 5 th Edition. London: Prentice Hall. Kotter, J. (1990) A Force For Change: How Leadership Differs From Management. New York: Free Press. Mullins, L.J. (1999) Management & Organisational Behaviour. 5 th Edition. London: Prentice Hall.