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Leadership Assignment
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Submitted for University of
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Wales
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8/21/2010
Haseeb Ghafoor
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Table of content
Leadership Style
Managerial Gird
Manager’s vs Leaders
Comparison
Managerial Gird
Leadership Styles
Page 2
Leadership style is the manner and approach of providing direction,
implementing plans, and motivating people.
Kurt Lewin (1939) led a group of researchers to identify different
styles of leadership. This early study has been very influential and
established three major leadership styles.
Whether you are managing a team at work, captaining your sports team
or leading a major corporation, your leadership style is crucial to your
success. Consciously, or subconsciously, you will no doubt use some of the
leadership styles.
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that is participative, while at other times they are more directive or
authoritative in their approach.
Leadership
Sherman, 1995
Manager Characteristics
• Administers
• A copy
• Maintains
• Relies on control
• Imitates
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• Classic good soldiers
Leader Characteristics
• Innovates
• An original
• Develops
• Focuses on people
• Inspires trust
• Eye on horizon
• Originates
• Own person
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experimental, visionary, unstructured, flexible, and impassioned
side. Managers and leaders are not the same. They think differently
internally, and behave differently externally. The two are related,
but their central functions are different. Management's concern with
efficiency means doing things right to conserve resources.
Leadership is focused on effectiveness - doing the right thing.
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effectiveness.
• A manager creates policies; a leader establishes principles.
• A manager sees and hears what is going on; a leader hears when
there is no sound and sees when there is no light.
• A manager finds answers and solutions; a leader formulates the
questions and identifies the problems.
• A manager looks for similarities between current and previous
problems; a leader looks for differences.
• A manager thinks that a successful solution to a management
problem can be used again; a leader wonders whether the problem
in a new environment might require a different solution.
Managers have their eyes on the bottom line; leaders have their
eyes on the
horizon.
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Exploitive authoritative
In this style, the leader has a low concern for people and uses such
methods as threats and other fear-based methods to achieve
conformance. Communication is almost entirely downwards and the
psychologically distant concerns of people are ignored.
Benevolent authoritative
Consultative
Participative
Forces
A good leader uses all the above styles, depending on what forces
are involved between the followers, the leader, and the situation.
Some examples include:
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• Using a participative style with a team of workers who know
their job. The leader knows the problem, but does not have all
the information. The employees know their jobs and want to
become part of the team.
• Using a delegative style with a worker who knows more about
the job than you. You cannot do everything! The employee
needs to take ownership of her job. Also, the situation might
call for you to be at other places, doing other things.
• Using all three: Telling your employees that a procedure is not
working correctly and a new one must be established
(authoritarian). Asking for their ideas and input on creating a
new procedure (participative). Delegating tasks in order to
implement the new procedure (delegative).
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others, etc. They believe their authority is increased by frightening
everyone into higher lever of productivity. Yet what always happens
when this approach is used wrongly is that morale falls; which of
course leads to lower productivity.
Also note that most leaders do not strictly use one or another, but
are somewhere on a continuum ranging from extremely positive to
extremely negative. People who continuously work out of the
negative are bosses while those who primarily work out of the
positive are considered real leaders.
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LEWIN'S LEADERSHIP STYLES
Autocratic
Democratic
Laissez-Faire
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These experiments were actually done with groups of children, but
were early in the modern era and were consequently highly
influential.
Leaders may be concerned for their people and they also must also
have some concern for the work to be done.
The question is, how much attention to they pay to one or the
other?
Country
Club Team
High
managem management
ent
Middle of the
Concern for Mediu road
People m
management
Impoverish
ed Authority-
Low
managem compliance
ent
Impoverished management
Minimum effort to get the work done A basically lazy approach that
avoids as much work as possible
Authority-compliance
Strong focus on task, but with little concern for people. Focus on
efficiency, including the elimination of people wherever possibl
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Country Club management
Care and concern for the people, with a comfortable and friendly
environment and collegial style But a low focus on task may give
questionable results.
A weak balance of focus on both people and the work Doing enough
to get things done, but not pushing the boundaries of what may be
possible.
Team management
This is a well-known grid that uses the Task vs. Person preference
that appears in many other studies. Many other task-people models
and variants have appeared since then. They are both clearly
important dimensions, but as other models point out, they are not
all there is to leadership and management.
The Managerial Grid was the original name. It later changed to the
Leadership Grid.
LEADERSHIP TIPS:
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• Especially when team members understand the objectives and
their role in the task
There are multiple Leadership Styles within each of the three key
beliefs listed above. Some styles reflect more than 1 belief and
share some overlap – e.g., autocratic leaders are a form of
transactional leader.
Establishing co-ordination:-
In a large sized organization, the total work is split up and divided
into smaller departments. It is necessary to establish proper co-
ordination, between the job of one individual with that of another
and one department with the other. In the absence of such co-
ordination there is likely to be disorder in the organization. The
managers have to perform as a link, and bring effective co-
ordination in the organization.
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Basis of all other management functions:-
The management process consists of many functions which are
inter-related to each other. It involves planning, organization,
directing, budgeting etc. Among all these, effective leadership is of
critical importance because if the leader is competent enough they
can perform the other functions in a better manner.
Effectiveness of communication: -
In an organization, the workers, employees, managers and others
perform their work at different levels. The interpersonal and inter-
departmental communications necessary for bringing co-ordination
in the organization Effective leadership is only capable of developing
an efficient communication network within the organization.
The final stage is to remain up-front and central during the action. Transformational
Leaders are always visible and will stand up to be counted rather than hide behind
their troops. They show by their attitudes and actions how everyone else should
behave. They also make continued efforts to motivate and rally their followers,
constantly doing the rounds, listening, soothing and enthusing.
It is their unswerving commitment as much as anything else that keeps people going,
particularly through the darker times when some may question whether the vision can
ever be achieved. If the people do not believe that they can succeed, then their efforts
will flag. The Transformational Leader seeks to infect and reinfect their followers
with a high level of commitment to the vision.
One of the methods the Transformational Leader uses to sustain motivation is in the
use of ceremonies, rituals and other cultural symbolism. Small changes get big
hurrahs, pumping up their significance as indicators of real progress.
Overall, they balance their attention between action that creates progress and the
mental state of their followers. Perhaps more than other approaches, they are people-
oriented and believe that success comes first and last through deep and sustained
commitment
Page 15
In many organizations, both transactional and transformational leadership are needed.
The transactional leaders (or managers) ensure that routine work is done reliably,
while the transformational leaders look after initiatives that add new value.
References
Balogun and Hailey, Exploring Strategic Change, Prentice Hall 2004
Google.com
Scribe.com
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