领导力原则Principles of Leadership review slide set

Source: Tannenbaum & Schmidt (1958/1973); in Mullins, L. J., (1995) Management and Organisational Behaviour, 3rd edition, London, Pitman, p. 244, Fig. 8.5.
Continuum of leadership behaviour
Boss-centred leadership Use of authority by the manager
Subordinatecentred leadership
Area of freedom for subordinates
Hale Waihona Puke Baidu
Low
Low
Concern for Production
High
Source: The Leadership Grid Figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (Houston: Gulf, 1991), 29. Copyright 1991, by Scientific Methods, Inc. Reproduced by permission of the owners.
Manager makes decisions and enforces them Manager makes decisions and announces them Manager 'sells' his decisions to subordinates Manager suggests own ideas and asks for comments Manager suggests her sketched ideas, asks for comments and amends her ideas as a result Manager presents a problem, asks for ideas, and makes a decision from the ideas Manager presents a problem to his group of subordinates and asks them to solve it Manager allows her subordinates to act as they wish within specified limits
FAYOLS CLASSICAL PRINCIPALS



Forecasting Planning Organising Directing Co-ordinating

Controlling Communicating Motivating
Managing in four directions

High –



Assignment to interesting tasks Delegation Sharing of information Pay increases Special benefits Personal support

Self-awareness

Emotional Intelligence
Knowing what makes you tick and how this impacts on others Ability to control yourself and think before you act A passion for work unrelated to reward The understanding of another person’s viewpoint Building and maintaining relationships
Leadership Grid
High
1,9 Country Club Management Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organisation atmosphere and work tempo. 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organisation purpose leads to relationships of trust and respect.
(LMX – originally developed by Dansereau, Graen and Haga 1975 and Graen and Cashman 1975))
The LMX basics

Low and High LMX relationships significantly different.
Training and development Recruitment & selection Pay satisfaction Work – life balance Challenge/ autonomy
Performance appraisal
Career opportunity
Job security
Principles of Leadership
Review
Leader versus Manager Qualities
SOUL Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power
Discretionary Behaviour Performance outcomes+
Why are Line Managers so Critical?
(Purcell et al 2003)
Teamworking
Involvement Communication
Styles McGregor’s Theory X & Y
Source: Genevieve Capowski, “Anatomy of a Leader: Where Are the Leaders of Tomorrow?” Management Review, March 1994, 12
Strategy hierarchy
strategic Business Operation

Self-regulation


Motivation


Empathy


Social skills

Leader-Member Exchange Theory (LMX) theory

Role-making processes between Leader and each subordinate How the exchange relationship develops over time Focus on reciprocal influence process within vertical dyads Proposes that Leader makes separate relationship with each subordinate Over time this could be high-exchange or lowexchange
Ability and skill
Motivation and incentive Opportunity to participate
Front line management - implementing - enacting - leading - controlling
Organisation commitment Motivation Job Satisfaction
People must be coerced or controlled to do work to achieve objectives
People prefer to be directed Motivating is achieved only through pay and basic rewards
Theory X assumptions
People inherently dislike work and are lazy Theory Y assumptions People view work as being as natural as play and rest, and just as potentially enjoyable People will exercise selfdirection and self-control towards achieving objectives they are committed to People learn to accept and seek responsibility Motivation can also come from challenges, responsibility and selfesteem needs
Leaders, big issues, long term
Middle managers – tactical/admin plans First Line management, daily activities
Management or Leadership ? McKinsey 7 s Model
A 'Balanced Scorecard' of project leadership skills?
Managing up
Managing the team
Project manager
Managing across
Managing the staff
Boddy, D. & Buchanan, D., (1992) Take the Lead: Interpersonal skills for project managers, London, Prentice Hall, Fig. 4.5, p. 64 (adapted, Chamberlin, 2002)
LEADER
MANAGER
MIND Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilising Position power
Concern for People
5,5 Middle-of-the-Road Management Adequate organisation performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organisation membership. 1,1 Authority-Compliance Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 9,1