Mpo Leadership Presentation

TWO TYPES OF LEADERSHIPFormal Leadership  The formal leader is the supervisor or manager appointed by the organization to be in change of the work group.. TRAIT THEORYAssumptions  Peo

LEADERSHIPManaging People And Organisations

INTRODUCTION TO

LEADERSHIP

Leadership is the ability to get work done with & through others, while at the

same time winning their confidence, loyalty & willing cooperation

TWO TYPES OF LEADERSHIP

Formal Leadership

 The formal leader is the supervisor or manager appointed by the

organization to be in change of the work group

 Their aim is to achieve the organizations objectives

Informal Leadership

 Is chosen by the group itself.

 They usually have good social & communication skills

 They focus on the group’s need for affiliation, leadership & recognition.

APPROACHES TO

UNDERSTANDING

LEADERSHIPTrait, Behavioural and Contingency

TRAIT THEORY

Assumptions

 People are born with inherited traits

 Some traits are particularly suited to leadership

These traits may provide people with the potential for leadership, it is the capacity to create a vision and implement it that turns the potential into reality

 People who make good leaders have the right (or sufficient) combination of trait

6 characteristics that differentiate leader from non-leaders.

Desire Drive

Intelligence

Honesty &

integrity

Confidence Job-relevant knowledge

Self-BEHAVIOURS THEORY

 Behavioral theories of leadership do not seek inborn traits or capacities Rather, they look at what leaders actually do

 If success can be defined in terms of describable action, then it should be relatively

easy for other people to act in the same way

 This is easier to teach and learn then to adopt the more ephemeral' traits’ or

‘capabilities’

Ohio State & Michigan Studies

The Michigan and Ohio State theories each attempt to isolate broad dimensions of leadership behavior

 They have provided parishioners with information on what behaviors leaders

should possess

 This has resulted in the establishment of training programs for leaders of various

levels

MANAGERIAL GRID

CONTINGENCY THEORIES OF

LEADERSHIP

Theories that seek to define leadership style and answer:

‘if’ this situation, ‘then’ this is the best style to

FIEDLER’S CONTINGENCY MODEL

Assumptions

 A certain leadership style should be most effective in different types of situation

 Leaders do not readily change leadership styles

 Matching the leader to the situation or changing the situation to make it favourable

to the leader is required

HERSEY’S AND BLANCHARD’S

SITUATIONAL THEORY

 Argues that successful leadership is achieved by selecting the right leadership style which is

contingent on the level of the followers’ readiness.

 Acceptance: leadership effectiveness depends on whether followers accept or reject a leader.

 Readiness: the extent to which followers have the ability and willingness to accomplish a specific task.

 Leaders must relinquish control over and contract with followers as they become more competent.

LEADER-PARTICIPATION MODEL

Posits that leader behavior must be adjusted to reflect the task structure whether it is routine, non-routine, or in between-based on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation

Vromm and Yettom

PATH-GOAL THEORY

Path-goal theory that says it is a leader’s job to assist followers and to provide direction and support that are needed to attain goals

LEADERSHIP IN BUSINESSThe Salvation Army, ANZ & Woolworths

THE SALVATION ARMY

The administration of The Salvation Army is top-down and autocratic, in true military style, with all positions except that of General being held by appointment

There are three distinct levels of leadership

held within the Salvation Army:

Corps level

International level

Territorial level

Divisional level

THE SALVATION ARMY

 Despite the top-down – autocratic organisation style of the Salvation Army, the nature of Leadership held within the organisation corresponds with the Path-Goal theory of leadership

 In regards to the leadership style of the Salvation Army, a values-based approach becomes the most relevant

The Salvation Army’s main value is to assist all people in need without regard to

nationality, race, belief, sexuality, ability, or judgement of behaviour Their

philosophy is that they can best express thier love for God by compassionately

reaching out to help people - following the Golden Rule –

"Do unto others as you would have others do unto you"

THE SALVATION ARMY

1 The most important attribute is vision A leader must understand the big

picture and clearly enunciate the way it can be realised in terms that staff,

clients and the world at large can identify with

2 A leader must be prepared to allow mistakes to be made in the pursuit of the

shared vision Encourage expansionist activity rather than 'safe' repetition of

the 'known way'

3 Leadership also requires the development of staff to their full potential and

recognition of those who have reached a level of expertise they are prepared to work at for the foreseeable future

 Both the leadership as traits and Leadership as behavior theory can be applied to the

management team of ANZ with certain aspects taking greater priority

 Although the leadership as traits theory has holes such as theories which account

attributes such as height, sex and ethnicity to the integrity of the leader which is not always agreed upon, it is hard to argue against the fact that all 9 leaders of ANZ are middle aged

white men from the CEO to the Chief Risk Officer

 It seems that those who don’t follow the trend in the leadership as traits theory tend to

have to work harder to achieve the same goals

 ANZ like all other large businesses have decided upon Board Composition, Selection and Appointment Charter that potential candidates must satisfy Selection criteria include integrity, fitness and propriety, skills, experience, communication capabilities and community standing, all of which come under the traits or behavioral aspects

 Shane Freeman the Group General Manager of People Capital and Breakout, follows the Path-Goal theory of leadership and could be accurately described as an Achievement oriented leader Shane as taken his approach of leadership away from the Directive, Supportive and Participative approach which does not fit ANZ structure in a practical sense due to the obvious changes in staff behavior such as reduced motivation and as a result productivity

 Human Resource framing establishes the fact that sense is made through the emphasis of

an organisation as a family and the belief that the effect of an organisation’s actions on an individual is integral and must always be considered

 As stated by Maslow this results in leadership where intrinsic (natural/fundamental)

motivation dominates and the leaders goals are to empower, mentor and inspire individuals This further contributes to family aspect and people believe it is in there best interest to make the organisation successful thus resulting in the individual’s goals being parallel to that of the company

Woolworths Limited seeks to place emphasis on an organisations most valuabe rescource,

being people through constant Mentoring Woolworths sees this Mentor/Mentee relationship

as integral as constant guidance, performance review and training is engaged in

Model popular in US 40s-50s by Abraham Maslow through Motivation & Personality 1954

 Symbolic framing reinforces the idea that sense is made through believing what is most

important is not an action but the meaning that is derived from it

 Woolworths provides many examples of symbolic framing as strong leaders that lead by

example can be seen throughout the organisation There actions are also prominent throughout the company as Woolworths has various policies set to allow for senior management to interact with every level of staff

 Company CEO Michael Luscombe is publicised to interact with all staff on a regular basis so that staff can follow is example and derive meaning from his actions