Learning objectives

• The difference between the a manager and a

leader
• Major classifications of management style
• Contingency approach
• Factors that determine the appropriate
management style

1
 Managers and Leaders

• Functions of management- planning,

organizing, coordinating and controlling

• Function of leadership – create a vision,

communicate the vision, Energise, inspire and
motivate and create the culture.

2
 Followership
• The essence of leadership is the followership.
– Influence other
– Behavioural contagion
– Leader ship in organization
• Good relationship
– Leadership traits
• Intelligence, initiative, self assurance and individuality
• Gifts from God – analytical thinking, imaginativeness,
trustworthiness, self motivation, flexibility and vision

3
Difficulties with idea of leadership as a
bundle of traits

• List of traits is long- superhuman gifts

• No two authorities agree on exactly which traits
make an effective leaders
• Traits are positive desirable characteristics,
seldom is there is any recognition that leaders
can be a flaw individuals.
• Observations of actual successful leader
furnishes.
4
 Activity
• Suppose you are in cinema and smelt smoke.
How would you categorise the following possible
actions on your part? your options are
behavioural contagion, management and
leadership.
1. You rush to door scream fire and every one follows
you.
2. You rush to door, switch on the lights, hit the fire
alarm, grabbing fire extinguisher, start looking for
the source of fire, people start moving towards the
door as they hear the fire.
3. You rush to the door switch on the lights, shout for
people not to panic but to move towards exist.
4. You do all of above no body take notice.

5
 Leadership and organizational culture
• The culture components
– Flexibility - innovate without excessive rules and
regulations
– Responsibility - employees feels towards the
organization
– Standards – level of standards expected in the
organization
– Rewards – accuracy of performance feed back
– Clarity – how clear employees are about mission, vision
and core values
– Commitment – commitment to common purpose
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Leadership and organizational culture
• Leadership styles
– Coercive (do what I tell you): demands immediate
compliance, can destroy organization culture,
useful in emergency or crises or last resort to the
problem. Have most negative impact on
organization
– Pacesetting (Do as I do, now): sets very high
standard of performance, works with highly
competent and motivated team. Negative impact
on overall organizational culture

7
Leadership and organizational culture
• Leadership styles
– Coaching (try this): Focussed on developing
people futures, good at delegating can put up with
short term failures, best style when wanting to
help employees, improve their performance,
develop long term strengths, have positive impact
on organisation.
– Democratic (what do you think?): builds trust,
respect, commitment and work best to receive
inputs of employees. participation through
consensus

8
Leadership and organizational culture
Leadership styles
• Affiliation (people com first):creates harmony
and builds emotional bonding among
employees. increase moral, repairs broken
trust positive impact on overall organisation
• Authoritative (come with me): scope of
innovation, take calculated risk, work best
when changes requires, fails when employees
are more knowledgeable and experience than
leaders.
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 Choosing a managing style

• A Contingency approach
– The Leader (his or her personality, character, and
preferred style of operating)
– The subordinates (Their individual and collective
personalities and their prefer style of
management)
– The task (the objective of the job, the technology
of the job, methods of working and so on)
– The environment of management.

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 The environment

1. The position of power held by the leader in

the organization and work group.
2. Organization norms, structure and
technology.
3. The variety of task and subordinates.

11
 Activity
• List four ways in which an organization, by
dealing with environment constraints can help
its manager to adopt an appropriate
management style.

12
 Task and people
• Blake's managerial
grids

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 Task and people
• 1:1: Impoverished. The manger is lazy, showing
little efforts or concerned to work targets.
• 1.9: Country club. Attentive to staff, little
achievement to work
• 9.1: Task management. Total concentration on
achieving results. People needs are virtually ignored
• 5.5: Middle of the road. Balancing the necessity to
meet work targets while maintaining unity and high
moral on the group
• 9.9: Team: High performance achieved by leading
the people who are committed , satisfied by
fulfilling the task.
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 Trust and control
• Handy (1987) suggests

T+C = Y

Assumption about subordinates

Theory X – Controlling
Theory Y – Trustworthy

15
 Activity
• Here are some statements about managers
approach to meetings. which position on Blake's
grid do you think each might represent?

1. I attend because it is expected. I either go along with

the majority position or avoid expressing my views
2. I try to come up with good ideas and push for a
decision as soon as I can get a majority behind me. I
don’t mind stepping on people if its help a sound
decision
3. I like to be able to support what my boss wants and to
recognise the merits of individual efforts. When conflict
arises, I do a good job of restoring harmony.

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 Liking and respect

• Manager needs to be liked

• Attitude of the team members
• Nature of the task or decision

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