Leadership for Managers

1. Leadership for Managers
Varsity College PietermaritzburgCampus
July 2015

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. 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. Charlie Chaplin – ModernTimes
https://www.youtube.com/watch?v=_jLHVT0-GgM

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. Gant Chart

7. Primary functions of
management
Foyol:
Forecasting
Planning
Organising
Commanding
Coordinating
Controlling
Daft:
Forecasting
Planning
Organising
Commanding
Coordinating
Leading
Controlling

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. 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. 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. 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. Evolution of Management
https://www.youtube.com/watch?v=EobeHwOw3S4

13. Role of the follower and other
leaders, in the process of leadership
Socially constructed view of followers
Roles of followers
Discussion

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. Implicit leadership theories
Common sense
Presumptions
Elements

16. Romance of leadership
Attribution of responsibility for company
performance
Overuse and glorify leadership
Extreme success or extreme failure
Media and celebrities

17. Leader / Follower / Manager?
Sir. Richard Branson Prof. Jonathan Jansen
John Smit
Adolf Hilter
Henry Ford Julius Malema
Deon Liebenberg
MargaretThatcher

18. Early experiences
Models of leadership
Reactions
Projection and transference
Thought processes of the follower
Toxic leaders
Psychoanalytic theories of
leadership

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. 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. Leadership
Distributed leadership
Shared Leadership
Collaborative leadership
Participative leadership
Leaderful practice
Collective leadership
Discussion

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. Summary
• Leadership and/or Manager
• Effectiveness in your workplace

24. Thank you
Alison Engelbrecht
Act.Vice Principal Student Support
Varsity College Pietermarizburg Campus
033 386 2376
aengelbrecht@varsitycollege.co.za