Leadership styles

n    

                                             Leadership

n   interpersonal influence

n   directed toward the achievement

n   of a goal or goals







                                     Management vs. leadership





n    Which is the difference?

                                      Aspects of leadership  

n    Motivation

n    Change

n    Inspiration

n    Influence

                                  1. Trait theories of leadership

n    Personal, social and even physical  characteristics inherent to a leader

n    E.g. Results oriented, self-confident,...

n    Problems: inherent or learned?

  --   Dif. leaders and situations



                                       2. Behavioral theories

n    Not traits, but behaviour counts

n    Training programs

n    Style of leadership

  --   Orientation on people

  --   Results-orientation

  `a Managerial grid  (R. Blake, J. Mouton)

                                Leadership styles -- managerial grid 

                                     3. Situationist theories 

n    From 60's

n    Not one universal leadership style



                      4. Transaction management and transformation leadership

n    Transaction -- business between manager and worker

n    Uses traditional motivation means

  --   Management by exception (you did this false and at mustn't be iterated)

  --   Conditional awards

                        Transaction management and transformation leadership

n    Transformation -- based on emotionality

  --   Clear and emotional vision

  --   Charisma

  --   Confidence

  --   Respect to workers

  --   Thinking stimulation

  

                        Transaction management and transformation leadership

n     Transaction manager

  --    Immediate results

  

  --    Determines structure and conditions of work

  --    Solves problems himself

  --    Conservates

  --    Plans, organizes

  --    Formal position

  --    Systematical, effective

n     Transformation leader

  --    Looks in future (vision, strategy)

  --    Delegates competences

  

  --    Teaches people dealing with problems

  --    Finds st. better

  --    Coaches, developes people

  --    Personal influence

  --    Charismatic

  

                                        Power and authority

n    Power -- ability of an individual to affect other's person behavior in order to get desired
outcomes (even against his will)

n    Authority -- voluntary accepting of other's influence on my own behavior



                                         Types of authority

n    Authority of position

n    Authority of expertise

n    Authority of charisma

                                 Leadership styles -- other concept

n    Authocratic (authority of position; directions;no discussion; ex.: army)

n    Democratic (ballanced centralization-decetralization, consensus and expert view preferred)

n    Liberal (manager doesn't use authority, self-organization)

  

                                                ???

n    Which authority and leadership style do you observe at the university?

                                       Management techniques

1. Management by objectives

  --   Form coherent set of objectives

  --   Realization of each objective supports fulfilling themost crucial objectives of organization

  --   Detailed planning-in competence of workers

                                     2 .Management by Exception

n    Work is divided to common and exceptional

n    Limits of common anomalities

n    Managers need not deal with comon problems

                                    3. Management by Delegation

n    What can be handled at lower rank, should not be handled at higher rank

n    Managers task -- controll

n    Distinction between executive and managerial activity

                                    4. Management by motivation

n    Identify motivation factors of people

n    Motivation vs. Stimulation

n    Coherence between targets of employees and targets of organization





                                        Teams and team roles

 

                                          Teams and groups

n    Key acpects of group existence (Organ, Bateman):

  --   Psychological linkage (consciousness of membership)

  --   Interaction and interdependence

  --   Common objective(s)

  --   Awards and satisfactions

  

  

                                          Teams and groups





n    Which is the difference?

                                          Teams and groups

n    Group: a number of persons BOUND together by common social standards, interests

n    Team: a group of people ORGANIZED to work together.





                                     Types of groups and teams

n    Formal and informal

n    Small, middle, large

n    Membership and referential

n    Temporary and permanent

n    Etc.

                                 Stages of forming group (Tuckman)

*      Forming

*      Storming

*      Norming

*      Performing

                                Specific elements of group behavior

n    Power, authority (influence)

n    Group decision making

n    Leadership

n    Social facilitation/loafing

                                          Successful teams

n    Clearly formulated objectives

n    Appropriate structure

n    Members ready to action

n    Climate of cooperation

n    External support and recognition

n    Competent leader

                                  Dicision making in team (risks)

n    Illusion of invulnerability

n    Stereotypes

n    Assumption of morality (members automatically assume moral value of team and its objectives)

n    Racionalization

n    Autocensorship and illusion of unanimity

n    Censorship (e.g. protecting some members from negative info.)

n    Direct or indirect group pressure

                                             Team roles

n    Different qualities of team members in respect of team functions

n    patterns of behaviour

n    M. Belbin: "Tendency to behave, contribute and interrelate with others in a particular way."



                                             Team roles

n    M. Belbin    

  --   Studied groups of managers

  --   From various countries

  --   Psychometric tests

  --   Changing of group composition

  --   9 clusters of behavior underlying team success

                                       Action-oriented roles

n    Shaper

n    Implementer

n    Completer Finisher



                                       People-oriented roles

n    Co-ordinator

n    Teamworker

n    Resource investigator

                                           Cerebral roles

n    Plant

n    Monitor evaluator

n    Specialist