Chpt 1 - Leadership skills Flashcards
What is the role of a leader? (Pg 9)
Create a clear vision Write a mission statement Inspire trust Mentor Communicate effectively Champion innovation Builds momentum for - increased productivity - profits - well being
What is the role of a manager? (Pg. 12)
Sets objectives
Creates a group of people to carry out the work
Selects individuals to do the work
Divide the team to do the work
Establish appropriate targets
Develop the individual employee (for the job in hand)
What is the role of a Chief procurement manager? (Pg 9)
Have analytical skills Be data driven Have effective interpersonal skills - negotiate - persuade - influence Have accountability and responsibility Good at public relations Explore different view points Identify problems and plan solutions Focus on the value add Influence stakeholders Set strategic goals (plan / organise / lead)
The continuum of leadership (pg 24)
1958 Tannenbaum and Schmidt
Contingency approach
TSSCJDA Tells Sells Suggests Consults Joins Delegates Abdicates
What is the Big 5 or 5 factor model (pg 34)
Eysenck 1940 modified by Goldberg 1993
Trait approach
OCEAN Openness Conscientiousness Extroversion Agreeableness Neuroticism
Managerial grid (pg 40)
1964 Blake and Mouton
Functional approach
Concern for people vs concern for results
CTIP M
Country Club management (high concern people - low for results)
Team management (high people - high results)
Impoverished (low people - low results)
Produce or perish (low people - high results)
Middle of the road (med people - med results)
Situational leadership model (pg 22 & 104)
1977 Hersey and Blanchard
Contingency approach
Supportive vs directive behaviour of leader
PSDT - leadership behaviour S3 Participating (high supportive - low directive) S2 Selling (high supportive - high directive) S4 Delegating (low supporting - low directive) S1 Telling (low supportive - high directive)
Team / participant behaviour
R1 unable and unwilling & S1 telling
R2 unable but confident & S2 selling
R3 able but insecure & S3 participative
R4 able and confident & S4 delegate
Leadership styles (pg 48)
1939 Lewin
Leadership Styles
AADL - Autocratic (aggressive) Authoritarian (rules and regulations) Democratic (ask the team) Laissez faire (leave it to the team - leader still has to accept accountability)
Contingency model of leadership effectiveness (pg 57)
1967 Fielder
Contingency model
Considered;
1) Leader - member relationship (willingness of team to be lead)
2) Task structure (how clear is the task)
3) Leaders position of power (how high in the company)
If situation was very unfavourable or very favourable the task directed is best leadership.
If moderately then democratic style is better.
Contingency theory on leaders decision (pg 58)
1973 Vroom-Yetton
Contingency model
Considered 3 aspects on the decision
1) quality
2) acceptance
3) time taken
5 management decision styles
- Autocratic
A1 decision made alone
A2 information from the group then decision made alone
- Consultative
C1 leadership shares / engages 1-2-1 with the team
C2 leader shares together with the team - Group
G2 - leader shares with the team and they brain storm together
Path - Goal theory (pg 59)
1974 House
Contingency model
3 steps
1) effective performance leads to rewards
2) guidance and support given to achieve goals then rewards
3) obstacles removed to satisfy the needs of the team
4 leadership style 1 - directive 2 - supportive 3 - participative 4 - achievement oriented
What is the trait approach? (pg 33)
Leaders have consistant qualities
Leaders are born not made
Characterises are stable
Ie Eysenck & Goldberg - big 5 / 5 Factor model
What is the functional approach? (Pg 39)
Leadership can be learned / developed
Leadership isn’t one person but depends on the group / situation
Eg Blake and Norton - managerial grid
What is the contingency (situational) approach? (Pg 19)
1970 Hersey
- No best leadership style
- Organised common sense
- No bad leadership - all can work but need the right style for the right situation
- Organisations need to develop effective leaders - this will help and maintain a high performing organisation
