1、LEADERSHIP and ORGANISATIONS(6BUS1001)Introduction to Leadership(Early Views)PREAMBLELeadership vs. ManagementEarly views of Leadership Traits & Functionalby Len RyderLEADERSHIP and ORGANISATIONS(6BUS1001)Introduction to Leadership(Early Views)Len RyderIntroduction to LeadershipWhat is Leadership?Le

2、adership and OrganisationsOpening PremiseLeading & managing people is difficult. Why?Humans are wilful and unpredictableThey have different interests and objectivesOrganisations face constantly changing circumstancesThis module explores the challenges of leading, managing and organising people.Leade

3、rship and OrganisationsWhy do we study Leadership?Few organisations realise the full potential of their people!Some organisations Succeed at energizing their employeesEnhance profitability, survival and growthOthers Fail to tap the potential of their peopleTo the detriment of the organisations long-

4、term financial performanceSource: Adapted from OReilly & Pfeffer (2000) Hidden Value - How Great Companies Achieve Extraordinary Results from Ordinary People, Boston: Harvard Business School PressLeadership and OrganisationsWhy do we study Leadership?Leadership and OrganisationsThe research demonstr

5、ates that organisations with the highest quality leaders were much more likely to outperform their competition in key bottom line metrics, such as:Financial performanceQuality of products and servicesEmployee engagementCustomer satisfaction.Why do we study Leadership?Leadership and OrganisationsHigh

6、 quality leadership leads to Enhanced people outcomes (such as improved retention and engagement) and this in turn leads on to Enhanced business impact (such as financial gains and customer satisfaction).“State of Leadership Today”The Key ConceptsLeadership comes from words of Anglo Saxon and Nordic

7、 origin meaning route, path and journey, so leadership is about direction and movementManagement comes from the Latin word manus which means hand, so management is about being hands-on.Leadership and OrganisationsThe Key ConceptsLeadershipIs about getting others to follow - or getting others to do t

8、hings willinglyIs about a relationship through which one person influences the behaviour or actions of othersDoes not necessarily take place within a structured environmentImportantly, many people act as leaders without being given a prescribed roleLeadership and OrganisationsManagementTakes place w

9、ithin a structured organisational setting and with prescribed rolesIs directed towards the attainment of aims and objectives Is achieved through the efforts of other peopleUses systems and procedures (Mullins, 2010: p425)The Key ConceptsLeadership and OrganisationsLeadership vs. ManagementSo what is

10、 the difference between a Leader and a Manager?Leaders get things done by inspiring people & by appealing to their emotionswhereasManagers get things done by controlling people & by appealing to their rational thinking.Leadership and OrganisationsLeadership vs. Management“Leaders are people who do t

11、he right thing;Managers are people who do things right” Bennis W. and Nanus B. (1985) Leaders: Strategies for Taking Charge(Its about the WHAT vs the HOW)Leadership and OrganisationsLeadership vs. ManagementThus:Leadership is concerned more with communicating, motivating, encouraging and involving p

12、eople. It is a relationship through which one person influences the behaviour or actions of other people, .providing vision, inspiration and strategy.whilstManagement could be seen as planning, organising, directing and controlling.(Henri Fayol in Mullins, 2010 p429)Management is more about getting

13、things done on a day-to-day basis and ensuring consistency”Leadership and OrganisationsLeadership vs. Management.However, managers must have leadership qualities if they are to be effective.Management is more about getting things done on a day-to-day basis and ensuring consistency”Leadership and Org

14、anisationsLeadership vs. ManagementPoint to ponder.Management is more about getting An effective leader does not need to be a manager but a manager must have leadership qualities in order to be effective!y basis and ensuring consistency”Leadership and OrganisationsDefining Leadership Early Views1. T

15、he Qualities or Traits ApproachLeadership was conceptualised as a single “Great Man” who put everything together and influenced others to follow.Daft, Richard L. (2008)The Leadership Experience.According to Carlyle, effective leaders are those gifted with divine inspiration and the right characteris

16、tics. The history of the world is but the biography of great men. Carlyle, Thomas (1888) On Heroes, Hero-Worship and the Heroic HistoryThe focus was on the person and the assumption was that such people were born and not made. “Leadership cannot be created or promoted. It cannot be taught or learned

17、”Drucker P.F.(1989) The Practice of ManagementLeaders were identified as having certain inherited qualities or traits such as Self-confidence; Initiative; Intelligence; Self-belief.Leadership and OrganisationsDefining Leadership Early Views2. The Functional (or Group) ApproachThis approach focuses n

18、ot on the leader (i.e. the person) but on what the leader actually does - the functions or the content of leadership.how the leaders behaviour affects, or is affected by, the followers (the group)The belief is that leadership skills can be learned and developedThis approach is generally associated w

19、ith the work of John Adair and his “Action-centred Leadership”.Leadership and OrganisationsSource: Adair, J., Action-Centred Leadership, Gower Press (1979), p. 10. Reproduced with permission from Gower Publishing Ltd.The Functional Approach : Action-centred LeadershipLeadership and OrganisationsActi

20、on-centred LeadershipThe Leaders Task functionsAchieving the objectives of the work groupDefining group tasksPlanning the workAllocation of resourcesOrganisation of duties and responsibilitiesControlling quality and checking performanceReviewing progressLeadership and OrganisationsAction-centred LeadershipThe Leaders Team functionsMaintaining morale and building team spiritThe cohesiveness of the group as a working unitSetting standards and maintaining disciplineSystems of commu