MGMT 110 Lecture Notes - Lecture 10: Transformational Leadership, Charismatic Authority, Active Listening
Week 10: Managing, Leading and Coaching
Learning Objectives
- After completing this topic, you should be able to:
o Define what is meant by leadership and coaching
o Evaluate critically the main approaches to leadership theory
o Understand the changing role of the leader
o Understand the assumptions underlying motivation theories and their relevance to
leadership and coaching
o Identify the emerging and alternative approaches to leadership and the value of self‐
leadership
o Understand the complex relationship between leadership and culture
Leadership Styles
- Authoritarian
o Do as I say
o Rule driven
o Can create fear
- Democratic or participative
o Everyone decides
o Involvement
- Laissez-faire
o Hands off
o Can be positive or negative
Leadership and Management
- Managing
o Planning
o Organising
o Directing
o Controlling
- Leading
o Communicating
o Motivating
o Encouraging
o Involving people
- Coaching
o Developing
o Enhancing competencies and capabilities through constructive suggestions and
encouragement
Leading vs Managing
Leadership
Management
Provides:
- Interpersonal aspects
- Ability to change, adapt and sustain
Provides:
- Administrative aspects
- Order, consistency, predictability
Big picture level, establishes direction
- Provides a vision for what the
organisation can become
- Institutes strategies, goals, and measures
for getting there
Planning and budgeting
- Establishes detailed time tables and steps
for getting desired results
- Allocates needed resources
- Carries out administrative duties
Aligns people
- Communicates the direction and builds a
sense of community
- Elicits cooperation and teamwork
Organising and staffing
- Creates a structure for carrying out the
plan
- Delegates responsibility
- Provides policies and procedures
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Authoritarian: do as i say, rule driven, can create fear. Democratic or participative: everyone decides, involvement. Laissez-faire: hands off, can be positive or negative. Leading: communicating, motivating, encouraging, involving people. Coaching: developing, enhancing competencies and capabilities through constructive suggestions and encouragement. Provides a vision for what the organisation can become. Institutes strategies, goals, and measures for getting there. Establishes detailed time tables and steps for getting desired results. Creates a structure for carrying out the sense of community plan. Keeps key people motivated to support the initiative. Mobilises people to carry out the new vision. Energizes people to overcome barriers to change. Makes connections for deviations from the plan. Creates a sense of purpose and meaning. Situational/contingency: emphasis is on contextual factors as key to leadership effectiveness, fiedler (1967, house (1971) house & mitchel (1974) path-goal theory. Clarifies goals, what must be done to achieve them, and the outcomes of achieving the goals.
