Management

 What is management?

 What are basic functions of management?

 Are there any management principles?

 What do managers manage?

What skills do managers need?

 What do mangers do? What do leaders do?
Managers
 Protect their operations
 Accept responsibility
 Minimize risks
 Accept speaking opportunities
 Set reasonable goals
 Pacify problem employees
 Create comfortable work environment
 Use power cautiously
 Delegate cautiously
 View workers as employees
Leaders
 Advance and expand their operations
 Seek responsibility
 Take calculated risks
 Generate speaking opportunities
 Set “unreasonable” goals
 Challenge problem employees
 Create exciting work environments
 Use power forcefully
 Delegate enthusiastically
 View workers as potential followers
 Differences between Managers and Leaders
 Managers have employees
 Managers react to change
 Managers have good ideas
 Managers communicate
 Managers direct groups
 Managers try to become heroes
 Managers take credit
 Managers are focused
 Managers exercise power over others
 Leaders win followers
 Leaders create change
 Leaders implement them
 Leaders persuade
 Leaders create teams
 Leaders make followers heroes
 Leaders take responsibility
 Leaders create shared focus
 Leaders empower followers
 Leader and Leadership
 Who is a leader?

 Meaning of influence

 Soft tactics Vs Hard tactics

 Pull tactics Vs Push tactics
 What is leadership?

 The process of influencing an organized group toward accomplishing its

goals

 Actions that focus resources to create desirable opportunities

 Creating conditions for a team to be effective

 The ability to get results and the ability to build teams

 A complex form of social problem solving

 Leadership is both Rational and Emotional

 Leadership includes actions and influences based on reason and logic as

well as those based on inspiration and passion.

 Since people are both rational and emotional, leaders can use rational
techniques and/or emotional appeals.

 Aroused feelings can be used either positively or negatively,

constructively or destructively.
The Changing Corporate World and the New Reality for
Leadership

Old Paradigm New Paradigm

Stability Change & crisis management

Control Empowerment
Competition Collaboration
Uniformity Diversity
Egoism Idealism
Heroism Humility
Comparing Management and Leadership

Management Leadership

 Direction and control  Vision and influence

 Creating boundaries  Reducing boundaries
 Relationships based on  Relationships based on
position power personality and expertise
 Emotional distance  Emotional intelligence
 Focus on stability  Focus on change
The Interactional Framework
for analyzing Leadership
 Best Known Leadership Theories
1. The Great Man Theory
 Leaders are born NOT made
 Specific attributes that make them great

2. The Trait Theory of Leadership

 Focus on traits
 Many traits and no single set of traits identified

3. Skills Theory of Leadership

 Technical skills
 People skills
 Conceptual skills
Best Known Leadership Theories: Continued

4. Style Theory of Leadership

 Autocratic
 Democratic
 Laissez faire

5. Situational Theory of Leadership

 Leaders must adapt to the situation
 No one size fits all models
 Followers, situation, organizational rules and external factors
Best Known Leadership Theories: Continued
6. The Contingency Theory of Leadership
 Fit the right leader to the right situation
 Match the leadership style to the setting

7. Transactional Leadership
 Reciprocity in behavior
 Tit-for-tat

8. Transformational Leadership
 Inspiring
 Vision-based
 Creating followers
 Best Known Leadership Theories: Continued

9. Leader-Member Exchange Theory

 Bit like transactional theory
 Assumes a fair exchange between leader and followers
 In-groups – Out-groups

10. Servant Leadership Theory

 A blend between transactional and transformational theory
 Leader identifies follower needs, serving rather than served
 Builds trust and reciprocal service
 People follow out of love rather than compulsion and fear
Leadership Management Overlap
 Followers
 Growing importance of followers

 Relatedness of leadership and followership

 Followers as collaborators with leaders

 Characteristics of followers

 Dimensions for describing followers: Independent and critical thinking

Dependent and uncritical thinking
Active followers
Passive followers
 Followers (Continued)
 Types of followers:

o Alienated followers

o Conformist followers

o Pragmatist followers

o Passive followers

o Exemplary followers
 Follower Characteristics

 Values
 Norms
 Expectations
 Maturity levels
 Competence levels
 Cohesiveness
 Trust levels
 Confidence levels
 The Organization of the Text

Part 1: Elements of leadership

Part 2: Traits and behavior of leaders

Part 3: Personal attributes of leaders

Part 4: Relationship building tools

Part 5: What leaders ought to do in their job

 Summary
 Definitions of management versus leadership
 The separate roles of managers and leaders
 Differences between managerial and leadership roles
 The leadership theories
 The shift to new leadership paradigm
 Followers
 Characteristics of followers
 Types of followers
 Organization of the Text