The second lecture in leadership and people management. If you use the E-Instruction CPS System and have the software that integrates with PowerPoint you will be able to activate the multiple choice questions in the presentation

1. Leadership Development Master
Class
Module 2
Historical Perspective on Management

2. Leader –
what is a leader

3. "a person who has
commanding authority and
influence."
(Merriam-Webster, 2000)

4. Pre-classic
leadership

5. King Hammurabi (2123-2071 B.C.),
who originated a code of 282 laws
which presided over business
transactions, personal behaviours,
interpersonal relations, penalties,
and other social issues
Middle East

6. Leadership in China was seen in the military.
General Sun Tzu, (ca 600 B.C.), organized
the army into sections, and introduced ranks.
He believed in having sound plans for battle
to ensure success. "Thus do many calculations
[plans] lead to victory, and few calculations
to defeat."
China

7. Chanakya Kautilya, (332-298
B.C), exhibited leadership
through advice on how to
institute and sustain
economic, social, and political
stability.
India

8. The earliest evidences of limits to the number of
people a supervisor could manage were in Egypt, in
this case about 10 followers to one leader. There
was also an apparent separation of each by a dress
code. During this period, the role of a supervisor
began called a vizier. The pharaoh tended to
spiritual matters while viziers attended to worldly
matters, a delegation of authority. The viziers were,
"directors, organizers, coordinators, and decision
makers"
Egypt

9. Socrates (469-399 B.C.) believed that those that
know how to delegate will be successful while those
who do not delegate will not be successful.
Plato (428-348 B. C.), on the other hand,
commented on human differences. This in turn, he
believe, led to a division of labour, one person
might be excel in one task while another will excel
in a different task.
Greece

10. Thus the discussion
about what constitutes
good leadership and
management is not
new

11. There are also great
examples
of good leadership

12. Greek historian
Xenophon

13. Peter Drucker
“ Perhaps one of the best leadership accounts ever
written”
Why Study the Classical Literature of Leadership?

14. In his advance against the Persian king, Cyrus the
Younger used many Greek mercenaries left
unemployed by the cessation of the Peloponnesian
War. Cyrus fought Artaxerxes II in the Battle of
Cunaxa. The Greeks were victorious in that battle,
but Cyrus was killed. Shortly thereafter, the Greek
general Clearchus of Sparta was invited to a peace
conference, at which he was betrayed and
executed.
Cunaxa (401 BC)

15. Xenophon was one of the well-to-do disciples of
Socrates who left Athens to serve with the Greek
contingent "the Ten Thousand" raised by Cyrus the
Younger of Persia against Artaxerxes.
Cunaxa (401 BC)

16. Through tenacity and improvisation as well as
masterful motivational rhetoric he leads them to
safety… and in later life he documents the lessons
learnt as a leader created by this unfortunate
situation…
Cunaxa (401 BC)

17. Xenophon provides
wonderful
leadership lessons

18. After the Battle of Cunaxa where Cyrus was killed,
the Greek army was demoralized and discouraged.
Xenophon assembled the officers and spoke to
them. "All of these soldiers have their eyes on you,
and if they see that you are downhearted they will
become cowards, while if you are yourselves clearly
prepared to meet the enemy and if you call on the
rest to do their part, you can be sure that they will
follow you and try to be like you."
Leaders expect positive results

19. According to Xenophon, the leader's primary
responsibility in forming his organization is to teach
his followers the difference between correct and
incorrect performance and behaviour, thereby
establishing a coherent, attainable set of
expectations. For Xenophon, the leader, not the
followers, is to blame if expectations are unclear.
Leaders set clear expectations for performance

20. Xenophon asserted, "You know I am
sure that not numbers or strength bring
victory in war; but whichever army goes
into battle stronger in soul, their
enemies generally cannot withstand
them."
Leaders inspire their followers

21. According to Xenophon, the true test of a leader is
whether people will follow of their own free will
even during times of immense hardship.
Xenophon regarded it as highly indicative of good
leadership when people obeyed someone without
coercion and were prepared to remain by him
during times of danger.
Leaders succeed during adversity

22. In describing the superior leadership of
Clearchus, Xenophon noted. "When he
was in an awkward position, he kept his
head, as everyone agrees who was with
him anywhere."
Leaders succeed during adversity

23. Xenophon felt that a great leader had
to establish himself in the good opinion
of his men and to do this he had to be a
model for them by enduring hardship,
showing confidence and leading by
example.
Leaders “walk the talk”

24. On another occasion, Xenophon was encouraging
his men forward while on horseback, when
Soteridas criticized him for being mounted while,
he, on foot, was tired because of carrying his own
shield. Xenophon's reaction to this was to dismount
immediately, take Soteridas' shield from him, push
him out of line, take his place and march with the
men.
Leaders “walk the talk”

25. The reaction of the men to this was to hurl abuse at
Soteridas and to pelt him with small stones until he
reclaimed his shield and allowed Xenophon to
remount.
Leaders “walk the talk”

26. Xenophon thought vision was key. He wrote
that "there will be a great rise in their spirits
if one can change the way they think, so that
instead of having in their heads the one idea
of what is going to happen to me? They may
think 'what action am I going to take?'"
Leaders provide a vision of the future

27. According to Xenophon: "... in heaven's name, let us not wait
for other people to ... call upon us to do great deeds. Let us
instead be the first to summon the rest to the path of
honour. Show yourselves to be the bravest of all the
captains, with more of a right to leadership than those who
are our leaders at present. As for me, if you are willing to
take the initiative like this, I am prepared to follow you."
Leaders show initiative

28. “I have never even demanded from you what you
promised me. And I swear that I would never have
taken it, even if you had offered it to me, unless the
soldiers were going to get what was due to them at
the same time. It would have been a dishonourable
action to get my own affairs straight and allow
theirs to remain in a bad way, especially when I
was held in honour by them."
Leaders have morals and ethics

29. For you what is the most important
leadership lesson from Xenophon
A. Dealing with adversity
B. Having vision
C. Being congruent
D. Having discipline
E. Having morals and ethics

30. Aristotle
the philosopher

31. Rhetoric: the art of persuasion
in which emotion and power
are influential features
Aristotle

32. “A key – perhaps the key –
to leadership is
the effective
communication
of a story.”
Howard Gardner
Leading Minds: An Anatomy of Leadership

33. Sought to explain the success and failure of leaders
Followers, in blind obedience, may carry out orders
that are erroneous or dishonourable.
Leaders may begin to listen only to advice that
supports their views (hubris) and become
increasingly isolated as they become more
powerful.
Castiglione’s The Book of the Courtier

34. Stanley Milgrim…
Solomon Ash…
The Abilene Paradox…
Philip Zimbardo…
Compare it with what we know today

35. Offered real-world advice to leaders on how
and when they should act to do whatever
is necessary for the greater good and
protect the community.
Leadership is not popularity; it is being
respected (feared and effective) without
being hated.
Machiavelli’s The Prince

36. Let us jump ahead
somewhat

37. Here the discussion
revolves around
management- with
leadership as a component

38. Frederick Taylor (1856-1915) was
essential to scientific
management. Taylor defined
management as "knowing exactly
what you want men to do, and
then seeing that they do it in the
best and cheapest way
Frederick Taylor

39. Scientific Management Frederick Taylor (1856-1915

41. Jules Fayol (1841-1925) believed that
management was the logical
understanding and clustering of, " the
production, sales, financial, and
accounting functions of the
organization
Jules Fayol (1841-1925)

42. Fayol determined that managers
needed certain qualities, knowledge,
and experience. These included,
"Physical qualities, mental qualities,
moral qualities, general education,
special knowledge, and experience"
Jules Fayol (1841-1925)

43. Division of Labor: allows for job specialization.
Authority and Responsibility
Unity of Command
Line of Authority
Centralization
Unity of Direction
Equity
Order
Jules Fayol (1841-1925) – Principles of Management

44. Max Weber (1864-1920) established the
notion of structure to ensure organizational
effectiveness. "Weber's work on bureaucracy
was conceived as a blueprint for efficiency,
which would emphasize rules rather than
people and competence rather than
favouritism"
Max Weber (1864-1920)

45. Max Weber (1864-1920)

46. Follett realized the need for
teamwork through her
observations. She had a connection
between the scientific management
era and the social person era
Mary Follett (1868)

47. Chester Irving Barnard (1886), proposed that
through teamwork an organization could,
ensure the survival.
Follett and Barnard were concerned with
group efforts. They wanted to remodel
former ideas of management
Chester Irving Barnard

48. Enter the modern
era..

50. The result being…

51. Planning
Organizing
Leading
Control
Classic Management Tasks

52. Determining organizational
goals and a means for
achieving them
Planning

53. Deciding where decisions will be made
Who will do what jobs and tasks
Who will work for whom
Organizing

55. Monitoring progress toward
goal achievement and taking
corrective action when
needed
Controlling

56. The Control Process

57. A further development
in classical management
is the responsibilities
at different levels

58. Creating a context for change
Developing commitment
and ownership in employees
Creating a positive organizational
culture through language and action
Monitoring their business environments
Top Management

59. Plan and allocate resources to meet objectives
Coordinate and link groups,
departments, and divisions
Monitor and manage the performance
of subunits and managers who report to them
Implement changes or strategies
generated by top managers
Middle Management

60. Manage the performance of
entry-level employees
Encourage, monitor, and reward
the performance of workers
Teach entry-level employees how to do their jobs
Make detailed schedules and operating plans
First Line Management

61. And important
insights from
Henry Mintzberg

62. Interpersonal Informational Decisional
•Figurehead •Monitor •Entrepreneur
•Leader •Disseminator •Disturbance
Handler
•Liaison •Spokesperson
•Resource
Allocator
•Negotiator
H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.

63. Interpersonal

64. Entrepreneur Managers adapt to incremental change
Disturbance Managers respond to problems that
Handler demand immediate action
Resource Managers decide who gets
Allocator what resources
Managers negotiate schedules,
Negotiator projects, goals, outcomes, resources,
and raises
Decisional

65. Monitor Managers scan their environment
for information
Managers share information
Disseminator
with others in their company
Managers share information
Spokesperson with others outside their
departments or companies
Informational

66. This leaves us with the
emphasis on leadership…
What leaders do
vis managers

67. But before that let us
reflect and review…

68. Which of the following subjects did you find
most useful?
A. The overview of ancient management techniques
B. The overview of scientific management
C. The functions of management
D. The roles of the manager (Mintzberg)
E. Management responsibilities per organization level

69. Which of the following subjects did you find
least useful?
A. The overview of ancient management techniques
B. The overview of scientific management
C. The functions of management
D. The roles of the manager (Mintzberg)
E. Management responsibilities per organization level

70. The four tasks of leadership are
A. Planning, organizing, leading, control
B. Initiating, planning, control
C. Leading, planning, control
D. Initiating, close out, planning, control

71. Manto is a foreman – which level of
management is he typically?
A. Top management
B. Middle management
C. First line management

72. Karen is a HR Function Manager – which
level of management is she typically
A. Top management
B. Middle management
C. First line management

73. Rose reports to the MD and is an EXCO member
– which level of management is she typically
A. Top management
B. Middle management
C. First line management

74. According to Mintzberg management has a
informational, decisional and interpersonal role
A. True
B. False

75. Managers negotiate schedules,
projects, goals, outcomes, resources,
and raises
A. Negotiator
B. Resource allocator
C. Team leader
Match Word
With Statement

76. A. Leader
B. Manager
C. Team member
Match Word
With Statement

77. A. Figurehead
B. Stakeholder
C. Dinner host
Match Word
With Statement

78. A. Figurehead
B. Stakeholder
C. Liaison
Match Word
With Statement

79. Managers respond to problems that
demand immediate action
A. Figurehead
B. Disturbance handler
C. Liaison
Match Word
With Statement

80. Managers decide who gets
what resources
A. Entrepreneur
B. Resource allocator
C. Liaison
Match Word
With Statement

81. Managers scan their environment
for information
A. Counsellor
B. Monitor
C. Team leader
Match Word
With Statement

82. Managers share information
with others in their company
A. Disseminator
B. Monitor
C. Team leader
Match Word
With Statement

83. Managers share information
with others outside their
departments or companies
A. Disseminator
B. Monitor
C. Spokesperson
Match Word
With Statement

84. Lets look at leading – as
function of management

85. From the more traditional
look at the concept of
management – leading is a
function and includes the
tasks of inspiring and
motivating people
Leading as a function of management

86. In terms of thinking and
research two aspects
were emphasized

87. Motivation
Inspiration
The focus of leading

88. The psychological processes that
arouse and direct goal-directed
behavior
What is motivation then?

89. Maslow’s Hierarchy of Needs

90. Herzberg’s Two-Factor Theory

91. Equity Theory

92. Suggests that people are
motivated by two things: (1)
how much they want
something and (2) how likely
they think they are to get it
Expectancy Theory

93. Attempts to explain behavior
change by suggesting that behavior
with positive consequences tends to
be repeated, whereas behavior with
negative consequences tends not to
be repeated
Reinforcement theory

94. This view of leading as
function inevitably
leads to…

95. Three aspects

96. Motivation
Inspiration
The focus of leading

97. Extraversion
tendency to experience
positive emotions and moods
and feel good about oneself
and the rest of the world
Huge focus in the big five…

98. Positive affectivity
tendency to experience positive
emotions and moods, feel
productive stress and have
healthy critique of self and
others
Huge focus in the big five…

99. Agreeableness
tendency to get along well with
others
Conscientiousness
tendency to be focused,
scrupulous, and persevering
Huge focus in the big five…

100. Openness to Experience
tendency to be original, have
broad interests, be open to a
wide range of stimuli, be daring
and take risks
Huge focus in the big five…

101. Somewhat restrictive…
Be effective in terms of
your own style…

102. Different leaders all successful

103. End of Session