Management and Leadership

Question 1

Leadership (def)

Answer 1

The leader of a group of people or an organization is the person who is in control of it or in charge of it.

Question 2

Management (def)

Answer 2

Management is the control and organizing of a business or other organization.

Question 3

Management (what its about)

Answer 3

About coping with complexity
Planning and budgeting
Staffing and resourcing
Controlling and problem solving

Question 4

Leadership (what its about)

Answer 4

About coping with change
Developing a vision
Aligning through communication
Motivating and empowering

Question 5

Overlap between management and leadership

Answer 5

is influencing

Leaders have to influence managers, and managers need to influence workers.

Question 6

Leadership theories (order in dates)

Answer 6

• Great Man Theory (1800-1930s)- big man lead everything, everyone thought he was powerful e.g. Winston Churchill
• Trait Theory (1930s-1940s) - individuals have traits in how they work and behave that makes them a leader.
• Behavioural theories (1940s-50s)
• Contingency and Situational Theories (1960s)
• Transactional Theories (1970s-1990s)
• Transformational Leadership (1990s-)

Question 7

Knowledge work (Drucker, 1959) (management theories timeline)

Answer 7

Drucker saw that value was also created by workers’ use of information.
When all the value in an organization walks out the door each evening, a different managerial contract than the command-and-control mindset, prevalent in execution, is required. Thus, new theories of management arose that put far more emphasis on motivation and engagement of workers

Question 8

Expertise (Mid 20th Century)(management theories timeline)

Answer 8

Theories from other fields (sociology and psychology) were applied to management. Statistical and mathematical insights were imported forming the basis of the field that would subsequently be known as operations management. Later the theory of constraints, management by objectives, reengineering, Six Sigma, the “waterfall” method of software development, and the like.

Question 9

Industrial Revolution, organisations as a machine (early 1800s)(management theories timeline)

Answer 9

-focus wholly on execution of mass production

Question 10

Pre Industrial Revolution (management theories timeline)

Answer 10

The church, the military, large trading, construction, and agricultural endeavours.

Question 11

The McKinsey 7S Model is an example of an organisational model that emphasises

Answer 11

the need for leadership and management to be coherent with other important elements. In the 7S model, leadership sits in Style.

Question 12

Employee Engagement

Answer 12

People management is at the heart of EE.

Question 13

How to measure employee engagement

Answer 13

• overall satisfaction
• development
• oppurtunity to do best
• cares about me (e.g. managers care about workers)
• committed to quality

and much more

Question 14

The Employee lifecycle is often used to

Answer 14

structure an organisation’s people management activities

Question 15

Compentancy models

Answer 15

often have the same structure

example of a Pearson competency, with a title, description and behavioural indicators (4points) that describe success at a particular level.

Question 16

Authentic Leadership (modern leadership and management theories)

Answer 16

People of the highest integrity, committed to building enduring organizations … who have a deep sense of purpose and are true to their core values who have the courage to build their companies to meet the needs of all their stakeholders, and who recognize the importance of their service to society.

Question 17

Servant Leadership (modern leadership and management theories)

Answer 17

The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible

Question 18

Strengthsbased Leadership(modern leadership and management theories)

Answer 18

Great leaders have a deep knowledge of their own strengths and develop the strengths of their followers. They

• are always investing in their employees’ strengths
• surround themselves with the right people and then maximize their team
• understand their followers’ needs

Question 19

Distributed Leadership(modern leadership and management theories)

Answer 19

a more systemic perspective, whereby leadership responsibility is dissociated from formal organisational roles, and the action and influence of people at all levels is recognised as integral to the overall direction and functioning of the organisation

Question 20

Ethical leadership (modern leadership and management theories)

Answer 20

Ethical leadership that is directed by respect for ethical beliefs and values and for the dignity and rights of others. It is thus related to concepts such as trust, honesty, consideration, charisma and fairness.

Question 21

Purposeful Leadership (modern leadership and management theories)

Answer 21

the extent to which a leader has a strong moral self, a vision for his or her team, and takes an ethical approach to leadership marked by a commitment to stakeholders’

Question 22

Goleman’s Emotional Intelligence Model (4)

Answer 22

• Self Awareness
• Social Awareness
• Self Management
• Relationship Management

Question 23

The changing employee landscape (6)

Answer 23

• Longevity – the “100 year life” (Gratton and Adam)
• 4 generations in the workplace. Evolving expectations of employees.
• Geographic shift in business, for example growth in number of top 500 global businesses based in India
• Digital revolution and the impact on communication and information availability.
• Work-life integration and changing modes of employment, for example the “gig economy”.
• Dramatic political change – Arab Spring, Trump, Brexit