Leadership in Organizations

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Taxonomy of managerial roles. 10 main activities within 3 broad roles: interpersonal, information processing and decision making role. Interpersonal roles • Figurehead: symbolic role. Perform ceremonial duties: signing documents giving speeches at dinners, receiving formal visitors. • Leader: define culture of organization. Providing guidance and role modelling for subordinates. Responsible for creating conditions for work, integrating all functions of the organization and motivating workforce. • Liaison: develop and maintain network of external contacts. Information-processing roles • Monitor: understand what is going on within the organization and its immediate environment • Disseminator: passing information down to subordinates • Spokesperson: transmitting information about the organization to external stakeholders (or internally when reporting to the board) Decision-making role • Entrepreneur: control and manage change. Take advantage of opportunities identified via monitoring and networking role. • Disturbance handler: resolve unforeseen disturbances. Can occupy a significant proportion of the manger’s workload. • Resource allocator: schedule individual employees’ time, programme work and authorize expenditure. • Negotiator: negotiate between subordinates and stakeholders when there is a conflict. Two fundamental drivers of managerial behaviour • Task-focused approach: concern for getting the job done (production based) • Relationship approach: concern for the people doing the work Impoverished style: low concern people, low concern production. Preserve job and job seniority. Seeking to protect themselves by avoiding decisions. Manager doesn’t want to be held responsible for any mistakes. Less innovative decisions. Unengaged with workforce. ‘Keep your head down in case it gets knocked off’. 6 Country club approach: high concern people, low concern production. Well-being, security,
and harmony of employees is important. Friendly and easy-going sphere, not very productive. Authority-comply style: low concern people, high concern production. ‘My way or the highway’. Employees get direct reward and managers expect compliance and performance in return. Rules and punishments to achieve company goals. (Related to Theory X). Could be appropriate in times of crisis or when a quick decision is required. Team management: high concern people and high concern production. Encourage teamwork and commitment among employees. Making employees feel they are constructive parts of the company. Consult with individuals, share decision making, delegate tasks. Mutual trust and dependency. Individuals are committed and recognize their part in the business process. Middle of the road: balance and compromise between company goals and workers’ needs. Avoid conflict. Both are half executed in this way. Confusing where priorities lie. Blake and Mouton (1982): Paternalism/Maternalism and Opportunism. - Paternalism/Maternalism: caring dictator who, as long as you do as you are instructed, will treat you well - Opportunism: exploit and manipulate. Leader gains maximum advantage by using a different position depending on their interpretation of what is likely to result in the maximum benefit. Preferring to adopt the style which offers the greatest personal benefit. John Adair (1973) approach to leadership: Achieving the task, building and maintaining the team, developing the individual. You need to balance between these three things. Core functions of leadership according to John Adair: - Planning - Initiating - Controlling - Supporting - Informing - Evaluating Individuals can learn leadership capabilities. Skills may vary across organizations, cultures or different hierarchical layers. Strengths of this approach - It gives structure and methodology to develop leaders and leadership in their context a. if an organization can define leadership, employees have a template against which they can be mapped or measured b. this can give direction for development. Weaknesses of this approach - including the environment makes it complex 7
Page 1 and 2: Leadership in Organisations Roe, Ke
Page 3 and 4: Chapter 2 Trait theory - descriptio
Page 5: Chapter 3 Behavioral models Summary
Page 9 and 10: Likert - Management System: leaders
Page 11 and 12: • Subordinate expectations: expec
Page 13 and 14: 6. Missionary (low task/high relati
Page 15 and 16: Three basic assumptions of the mode
Page 17 and 18: Black box: Fiedler doesn’t answer
Page 19 and 20: Clayton (2010) suggested two more r
Page 21 and 22: Know what the solution would look l
Page 23 and 24: Kohlberg (1984): humans are capable
Page 25 and 26: Chapter 12 Diversity & Leadership D
Page 27: • GLOBE project: aim of determini

Leadership in Organizations

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