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Leadership,[object Object]
    Story,[object Object],A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides  a perfect site for a port. ,[object Object],The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. ,[object Object],Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.,[object Object]
Leadership Story,[object Object],And shouts down to the assembled group below…,[object Object],“Wrong Way!”,[object Object],(Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon & Schuster).,[object Object],“Management is doing things right, leadership is doing the right things”,[object Object],    (Warren Bennis and Peter Drucker),[object Object]
Definition,[object Object],The ability to positively influence people and systems to have a meaningful impact and achieve results.,[object Object],[object Object]
Influencing People
Commanding People
Guiding  People,[object Object]
A Question…,[object Object],A leader need not be a manager but a manager must have many of the qualities of a good leader?????,[object Object],Managerial Leadership,[object Object]
Significance,[object Object],Setting Goals,[object Object],Motivating Employees,[object Object],Building morale,[object Object],Creating Confidence,[object Object],Discipline,[object Object],Developing Team-work,[object Object],Facilitates Change,[object Object],Representing the group,[object Object]
Leadership Styles,[object Object],[object Object]
 Leader by personality, charisma
 Leader by moral example
 Leader by power held
 Intellectual leader
 Leader because of ability to accomplish things,[object Object]
LeadershipManagement,[object Object],Establishing Direction,[object Object],Develop future vision,[object Object],Develop change strategies to achieve vision,[object Object],Aligning People,[object Object],Communicate directly by words & deeds to those whose cooperation needed,[object Object],Influence creation of coalition/teams that understand & accept vision and strategies,[object Object],Motivating/inspiring,[object Object],Energy to overcome barriers (ex. Political resource, bureaucratic) to change by satisfying basic needs,[object Object],Tends to Produce,[object Object],Change often dramatic,[object Object],Provides potential for very useful change (ex. New products),[object Object],Planning/Budgeting,[object Object],Develop detailed steps/ timetables for results,[object Object],Allocate necessary resources,[object Object],Organizing/Staffing,[object Object],Develop necessary planning, staffing, delegation structures,[object Object],Provide policies/procedures for guidance and methods/systems for monitoring,[object Object],Control/Problem Solving,[object Object],Monitor results vs. plan in detail,[object Object],Identify results/plan deviations and plan and organize to correct,[object Object],Tends to Produce,[object Object],Order/predictability,[object Object],Key results expected by stakeholders,[object Object],Agenda,[object Object],Network Development for Agenda Achievement,[object Object],Execution,[object Object],Outcomes,[object Object]
[object Object]
The manager maintains; the leader develops.
The manager accepts reality; the leader investigates it.
The manager focuses on systems and structures; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range perspective.
The manager asks how and when; the leader asks what and why.
The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon.
The manager imitates; the leader originates.
The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his or her own person.,[object Object]
Leadership styles,[object Object],Autocratic:,[object Object],[object Object]
 High degree of dependency on the leader
 Can create de-motivation and alienation of staff
 May be valuable in some types of business where decisions need to be made quickly and decisively,[object Object]
Laissez-Faire:,[object Object],‘Let it be’ – the leadership responsibilities are shared by all,[object Object],Can be very useful in businesses where creative ideas are important,[object Object],Can be highly motivational, as people have control over their working life,[object Object],Can make coordination and decision making time-consuming and lacking in overall direction,[object Object],Relies on good team work,[object Object],Relies on good interpersonal relations,[object Object]
Paternalistic:,[object Object],[object Object]
 Paternalistic leader makes decision but may consult

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Leadership

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