Task 1 – Induction Training Programme Preparation

Before attending the first session, you have been asked to complete some background
reading and prepare a set of detailed notes.

Your notes should:

 analyse strategic leadership and the links to management in organisations.

 evaluate key leadership and management theories.
 analyse the contribution of performance techniques in organisational processes.

LO1 AC 1.1, 1.2

LO2 AC 2.3
AC 1.1
Leadership is the process of leading people in an organization towards achieving goals. ‘Leading
oneself is the exact starting point of leadership. This concept is important in understanding the
essence of leadership’ (Noda, 2004)
Real Leadership is an embodiment of how we regard ourselves and how we act towards
situations. It is influence. If people can increase their influence with others they can lead more
effectively.
Management on the other hand is defined by G.V.R. Terry as a distinct process consisting of
planning, organizing, activating and controlling to determine and accomplish the objectives by
the use of people and resources. “To manage is to forecast and plan, to organize, to co-ordinate
and to control” Henry Fayol.
These definitions by Henry Fayol and Terry indicate that management is a sum of organized
activities by a group of people which involves decision-making at various levels of organisation
for getting things done by others.
Management is great when things remain the same whereas leadership deals with the people and
their dynamics, which are continually changing.
Below is a table outlining the roles of a leader and a manager.

Roles of A Leader Roles of A Manager

Establishes a clear vision Planning
Motivates employees Organizing
Provides guidance in their work staffing
Builds morale Directing
Controlling

A manager’s potential to express a strategic vision for the organization or a part of the
organization and to motivate and persuade others to acquire that vision can be referred to as
Strategic leadership. The table above is where leadership and management come to play. It
combines the two concepts to produce results.
A Strategic Leader would possess the following qualities to be effective.
 Self-control
 Judicious use of power
 Outside the box thinker
 Social skills
 Motivation
 Loyalty
 Self-Awareness
 Compassion
 Reliability
AC 1.2
A look at Key leadership and Management theories is essential in understanding the subject in
question. Management theories are the set of general rules that guide the managers to manage an
organization. Theories are an explanation to assist employees to effectively relate to the business
goals and implement effective means to achieve the same. There are four general management
theories.
1. Great Man Theory
Suggests that great leaders are born and not made. It is believed that the
2. Contingency theory
How does the situation influence good leadership? Predicts which leadership style best in each
circumstance
3. Trait Theory
What type of person makes a good leader? Leadership emerges from particular traits.
4. Situational Theory
States that there is no single best style of leadeship. It refers to those leaders who adopt different
leadership sytles according to the situation and the development level of their team members. It
is the most effective when leaders adapt leadership style to their followers needs, work gets
done, relationships are built up and basically the followers developmental level rises competence
and commitment to everyones benefit.

AC 2.3
Good practice of Performance Management helps organisations become more successful and
stay ahead of competition. This observation has led to the adaptation of performance
management techniques in organisations which involves measuring, reporting and managing
progress in order to improve performance at both individual and corporate levels.
Some of these techniques are Key Performance Indicators(KPI’s) and metrics, rewards and
recognition programmes, 360 degree feedback, performance appraisal, Personal Development
plans(PDP) explained below.
 Key Performance Indicators and metrics provides a way to measure how well companies,
business units, projects or individuals are performing in relation to their strategic goals and
objectives. The primary aim of KPI’s is enable rich data-driven performance conversations and
better decision-making. Well-designed KPI’s should be important navigational instruments,
giving a clear picture of current levels of performance and whether the business is where it needs
to be.
 Another technique is the Reward and Recognition programmes. As humans we get excited and
feel appreciated whene our good performance is recognised with a reward a celebration or
 something as simple as a praise for a job well done. This is essential for maintaining morale and
continued high performance.
 360 degree feedback, also a technique which is more about answering questions from their circle
of work, i.e it is based on the views of those around them, including their supervisor/manager,
suppliers,peers, customers. A typical example from a former employer is called Trakstar. This
management tool required the employee to set his/her work objectives at the beginning of the
year then Mid-year there is a review of the employees said objectives by Peers, supervisor or
manager, immediate colleagues he/she worked with and sometimes even other external partners
of the organisation. Review should ideally strike a balance between both positives aand negatives
feedback. Staff were prompted after the results were discussed together with their supervisors to
strive and achieve their objectives and the organisation if there weren’t.
 Performance Appraisal tool is also great for aligning the goals of individuals with the strategic
aim of the organisation. Employees must feel fairness, honesty, and constructive two-way
conversation of this process so they are not demotivated causing a decline in performance. An
effective manager will know that performance management should leave employees feeling
inspired and empowered rather than stifled.
 Management by Objectives (MBO) is another management tool which is the process of defining
specific objectives and then setting out hoe to achieve each individual objective. As eaaach
objective is attained, those within the organisation are aware od their achievements which mostly
boosts morale and motivation of employees. Ideally, MBO is measuring of individual
performance and comparing it with standards set.
In conclusion, the few performance techniques outlined above when implemented effectively can
be beneficial to the organization, managers and employees in diverse ways.
For the Organisation it would overcome the barriers of communication , improve orgagnisational
performance and employee retention. Managers will save time and reduce manager subordinate
conflicts, ensure efficiency and consisitency in performance. Employees will have self
assessment opportunities, clarity of work expectations and job accounatbilities.

AC 1.3
The key to successful leadership lies in adaptability. Leaders must be flexible and effortlessly
move from one leadership style to another to meet the changing requirements of organizations
and employees. A good leader knows how and when to change his or her style to suit every
situation.
Ken Blanchard, a renowned speaker, best-selling author, and business consultant, says the
traditional “boss” no longer exists. Today’s leaders can’t lead solely by asserting power but must
adopt different styles depending on organizational and employee circumstances
The Situational Leadership Models
Management experts call this leading “situational leadership.” Two accepted models of
situational leadership include one developed by Blanchard and partner Paul Hersey, and another
by Dr. Daniel Goleman, an internationally known psychologist and author of New York Times
bestseller “Emotional Intelligence.”

Blanchard and Hersey developed the situational leadership theory and published it in the classic
business book “Management of Organizational Behavior.” The model identifies four leadership
styles:
1. Telling– Tell employees what to do and carefully supervise their work. This approach works
well in disasters or crisis situations.
2. Selling– Tell others what to do, but remain open to feedback. A useful method for gaining
cooperation.
3. Participating– Participate in decision-making, but leave decisions to followers. Used with high-
performing, capable employees.
4. Delegating– Help with decision-making when needed, but leave problem-solving mostly to team
members. Promotes a cohesive team and helps develop employee skills.

The Goleman theory of situational leadership outlines six styles:

1. Coaching– Help with an employee’s job skills, performance, and personal development. An
appropriate way to lead employees open to change.
2. Pacesetting– Lead by example and set high expectations for team members. The risk of
employee burn-out is significant with this style.
3. Democratic– Allow subordinates to participate in all decision-making. This time-consuming
technique may not work well in deadline-intensive environments.
4. Affiliative– Put employees first and praise more often. A good style to use when morale is low.
5. Authoritative– Analyze problems and identify issues, but also allow team members to participate
in problem-solving. Works well when a situation requires direction.
6. Coercive– Offer a clear vision and tell employees what to do. A good style in a disaster or crisis.

Characteristics of the Situational Leader

Situational leadership combines many different techniques. The style you choose depends on
your organizational environment, employee competencies, employee commitment and your
characteristics.

The following traits are exhibited by the best situational leaders:

Insightfulness – They understand employee needs and adapt their style to meet those needs.
Flexibility – They can move effortlessly from one leadership style to another.
Trustworthy – They gain employees’ confidence.
Analytical – They solve problems and know how best to get a job done.
Coaching – They know how to evaluate employees and help them achieve high-performance
levels.

The Need to become a Situational Leader

With its emphasis on adaptability, situational leadership offers reflective benefits for the
organization, managers, and employees. Companies address the needs of an increasingly diverse
workforce and global market. By adapting to different circumstances, leaders solve a variety of
workplace challenges.
Situational leadership simplifies management. After you evaluate a situation, you can apply an
appropriate style that best fits your team members, work environment, and organizational needs.
When you match your style to workplace dynamics, you accomplish your goals more efficiently.
Remember that no one leadership style fits every situation. The best style will be the one you
match with particular circumstances and people. The most successful leaders seamlessly switch
among different leadership styles