Strategy, Leadership & Culture Flashcards
(35 cards)
What is leadership?
The process of influencing an organisation towards its goals
What are trait theories?
The qualities possessed by good leaders
Behaviour approach
What managers do in their jobs and relates leadership effectiveness to how well managers cope with demands and constraints of their. job
Power- influence approach
This explains leadership effectiveness in terms of the amount and type of power possessed by a leader and how it is exercised.
Autocratic - Leaders have significant power
Participative - Power is limited and subordinates have more decision making and autonomy
Situational approach
Differencty leadership traits and skills will be effective in different situations and are dependant on the type pf person or situation
Integrative approach
Considering more than one type of leadership style per above
Blake and Moutons managerial grid
Concern for production and concern for people. Managers can eb anywhere between the two. Not a sliding scale. Used for managerial development.
The extreme cases on this grid are?
Impoverished - manage ris lazy and shows little interest in staff or work
Country club - attentive to staff and has good relationships but little attention to results.
Task orientated - Focussed on results and individuals needs are ignored
Middle of the road - Adequate performance by balancing or switching between getting work done and relationships/ team morale.
Team High work accomplishment through leading committed people who have aims.
Theory X and Theory Y
Two sets of assumptions of people at work.
X - Suggests most people dislike work and responsibility and will avoid both if possible and therefore peope must be influenced to do so. Managers who believe in this way tend to supervise closely.
Y - Suggests that physical and mental effort in work is as natural as play and rest. The potential of epople is rarely used at work. A mananger with this belief if likely to consultative and using challenge and responsibility as motivators.
Both extreme ends. Methods can be used to improve managers awareness of the assumptions underlying their motivational style.
Leadership roles
Top managers - Future strategy, aligning organisation, embodying change
Middle managers - advisor to senior management, sense making of strategy, reinterpretation and adjustment, local leadership of change
Contingency theories
Suggests that not one style is likely to be entirely appropriate for all circumstances. The style is adapted to the scenario.
Adair
Action centred situational model in three main variables. Task needs, individual needs and needs of the group. Effective leadership identifies these needs and creates a balance.
Unusual as it considers botht he needs of the individual and the needs of the group.
Fielder
Found that people become leaders partly because of their own attributes and partly the nature of the situation. Leadership style depends on the personality of the leader and it is fixed. The extent to which the situation favours the leader depends on three things.
Position power - Organisational authority
Task struture - Work and accountability are easier to determine when the task is clear. Unlear instructions make the quality of performance hard to control.
Leader subordinate relations - Leaders tasks are eased when subordinates have trust and confidence in them.
Found that a task based approach was most beneficial when the situation was either very favourable or unfavourable to the leader
Hersey and blanchard
Developed a model that can be mapped on a grid suggested by Blake and Mouton.
Leader should determine maturity and maturity has 3 aspects.
Achievement motivation - set clear reachable goals
Responsibility - Willingness and ability to assume it
Education/experience - Psychologicalmaturity is attitude to work and job maturity is problem solving.
When maturity is high a manager can be delegate more. If low, more autocratic.
What is a change agent?
An individual or group that helps to effect strategic change within an aorganisation
Transactional leaders
Focus on systems and controls, generally seek imporvement rather than change. Also known as Instrumental leadership
Charismatic leaders
Energise people and build a vision for the future. Change management is a natural part of what they do. Also known as transformational leadership.
Balogun & Hope Hailey - 5 styles of change management
Education - explaining why change is necessary to win people round
Collaboration - bringing people effected by the change to help in the process of managing it.
Intervention - Change is led by a change agent via the use of teams, by having these teams a part of the process they are more likely to have greater committment
Direction - managers establish strategy and how it will occur ina. top down fashion.
Coercion - Extreme. Change is imposed by management.
Entrepreneurship -
Exploiting oppotunities for new products in a market
Intrapreneurship
Applying entrapreneurial properties inside an organisation
Strategy
The long term direction of an organisation
What are the three levels of strategy?
Corporate
Business level
Operational
Corporate strategy
How to add value to different parts of an organisation.
Business level strategy
How to compete successfully in different markets
