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Leadership for managers.upload


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Leadership for Managers

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Leadership for managers.upload

  1. 1. Leadership for Managers Varsity College PietermaritzburgCampus July 2015
  2. 2. Leadership / Management debate Historically based on character traits. Leadership / management – same or different Leadership – ‘doing the right thing’ Management – ‘just doing right’ Leadership – orientated to change Leadership – coping with change Management – coping with complexity
  3. 3. Industrialisation & the development of ‘scientific management’ Growth in demand for goods and services Business moved from craft based to industrialised Productivity of workers Standardisation Ratio of managerial workers to labourers – friction Control and administration Mass production lines Owners wanted profits
  4. 4. Charlie Chaplin – ModernTimes
  5. 5. Growth of Management Ideas Gant Chart Task and bonus Welfare of society Fayolism Primary functions of management Principles of management Rationalisation and disenchantment with rise of capitalism Classification of authority Leadership has long history Management emerged turn of the 20th century.
  6. 6. Gant Chart
  7. 7. Primary functions of management Foyol: Forecasting Planning Organising Commanding Coordinating Controlling Daft: Forecasting Planning Organising Commanding Coordinating Leading Controlling
  8. 8. Foyol - Principles of Management Division of work or labour Authority Discipline Unity of command Unity of direction Subordination of individual interests to the general interest Remuneration Centralisation Chain of command Order Equity Stability of tenure of personnel Initiative Esprit de corps
  9. 9. Leadership about change By product of emergence of large organisations Business competitive and volatile Industrialist focused on production and selling of goods Today customers demand novelty and innovation Global markets Constant change
  10. 10. Management vs Leadership MANAGEMENT  Doing things right  Management is about organisation  Authority relationship  Commercial context  Designing, implementing plans, working effectively with people, getting tasks done  Coping with complexity  Consistent, predictable, continuous  Decide timetables  Develop policies  Develop procedures  Take corrective action  Mundane  Problem solvers, dependent on rationality and control  Default identity LEADERSHIP  Doing the right thing  Leadership has a broader focus.  Influence exercised without hierarchical authority  Mission, direction, inspiration  Coping with change  Establish direction  Visionary  Strategic  Energise  Dynamic and exciting  Creative  Emergent and desirable identity
  11. 11. Being a good manager Romanticisation of leadership Leaders all-powerful Managers need leadership skills Flexibility Role conflict Discretionary leadership roles Listening Practices common to leaders
  12. 12. Evolution of Management
  13. 13. Role of the follower and other leaders, in the process of leadership Socially constructed view of followers Roles of followers Discussion
  14. 14. Attribution theory Attachment of meaning to others or our own behaviour Different behaviours Factors to be considered Own interests and pre-existing scripts
  15. 15. Implicit leadership theories Common sense Presumptions Elements
  16. 16. Romance of leadership Attribution of responsibility for company performance Overuse and glorify leadership Extreme success or extreme failure Media and celebrities
  17. 17. Leader / Follower / Manager? Sir. Richard Branson Prof. Jonathan Jansen John Smit Adolf Hilter Henry Ford Julius Malema Deon Liebenberg MargaretThatcher
  18. 18. Early experiences Models of leadership Reactions Projection and transference Thought processes of the follower Toxic leaders Psychoanalytic theories of leadership
  19. 19. Social identity theory of leadership Individuals ibn social context Social identity Prototypicality Phases Followers as co-producers of leadership Leader member exchange theory Failed leadership Cultural differences
  20. 20. Leaders and leading Collective performance Relationship between leadership and management Leadership, influence and power Leadership and the division of labour Leaders perceived as exceptions Followers and managers perceived as unexceptional Discussion
  21. 21. Leadership Distributed leadership Shared Leadership Collaborative leadership Participative leadership Leaderful practice Collective leadership Discussion
  22. 22. The Mindful Leader Art, science and craft meet Blend of knowledge, skills and artistry Fundamental knowledge Mindfulness – experience and maturity Knowledge and skills Episteme Techne’ Phronesis Moral reasoning
  23. 23. Summary • Leadership and/or Manager • Effectiveness in your workplace
  24. 24. Thank you Alison Engelbrecht Act.Vice Principal Student Support Varsity College Pietermarizburg Campus 033 386 2376