Welcome

MN7121 Fundamentals of
Management and Leadership

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 Module Aims:
Academic & Experiential Learning
• To apply academic theory to complex management issues and
develop skills to analyse problems in a critical manner showing a good
understanding of leadership/ management theory and practice

• To provide students with the personal and interpersonal skills required

to work effectively as managers and leaders

• To develop a critical awareness of the organisation in order that an

effective understanding of organisational problems and opportunities
can be developed

• To develop an appreciation of responsible, ethical management and

leadership
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On successful completion of this module you will be able to:

• Apply academic theory to complex management issues and develop

skills to analyse problems in a critical manner showing a good
understanding of leadership/ management theory and practice
• Evaluate and improve organisational performance and development
through people.
• Identify causes of success and failure in organisational activities
• To provide students with the personal and interpersonal skills required
to work effectively as managers and leaders
• To develop a critical awareness of the organisation in order that an
effective understanding of organisational problems and opportunities
can be developed
• To develop an appreciation of responsible, ethical management and
leadership

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 • Develop your Management and
Leadership knowledge
YOU:
• Carry out your own academic and
Expectations practical research e.g. cases/ journal
Vision articles and you are expected to share
Goals this knowledge with the class
Achievement
Change • Demonstrate how your research of the
Contribution different Leadership and Management
Autonomy areas inform and contribute to your own
experience and skill development in
Leadership & Management.

• Evidence how you apply this to practice

• Keep a learning journal to record your

own development each week as you
progress through the module (e.g.Blog:
londonmet.ac.uk Word press)
 LEADERS

http://www.forbes.com/pictures/lmh45mkfh/no-12-oprah-winfrey/
http://www.forbes.com/pictures/lmh45mkfh/no-8-sheryl-sandberg/

http://fortune.com/worlds-greatest-leaders/mark-carney-15 /
http://www.forbes.com/pictures/lmh45mkfh/no-6-christine-lagarde /
http://fortune.com/worlds-greatest-leaders/taylor-swift-6 /
http://www.forbes.com/pictures/lmh45mkfh/no-4-janet-yellen/
http://www.forbes.com/profile/angela-merkel/
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 Module Outline
Session 1: Introduction to Module/ Assignments1 & 2
Session 2: Theories of Leadership: An overview
Session 3:Management roles, management styles, management skills
Session 4: Managing people in organisations – motivation, communication.
Session 5: Student group reports: Management & Leadership Case studies / HBR
articles/ Blogs/ latest issues researched / Individual Assignment 1 Tutorials
Session 6 & 7: Assignment 1submission Individual Oral Presentations (15 mins)
All students must submit their presentation materials to tutor
Session 8: Managing people in organisations – perceptions and learning
Session 9: Communication: how we communicate across organisations;
Organisational structure and design: Assignment 1 feedback
Session 10: Managing people in organisations – teams
Session 11: Ethical management and leadership
Session 12: Seasonal Break
Session 13: Individual Assignment 2 Support
Session 14: Assessment 2 Submission: Essay 4,000 words
Session 15: Individual Assignment 2 feedback

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 Change

Vision/Direction Speed Environment

Growth Share/stakeholders
Strategy/Culture Competition
Culture – GLOBE Risk
Leadership
Gender
Drivers

Structure Styles
Systems/Processes + Competencies
/
Employees/Teams
@LondonMetUni Social Media
/LondonMetUniversity Innovation Communication
• Assignment 1: Individual Oral Presentation 25%
15 mins Presentation
• Submission deadline week 6 /7
• Centred on your experiential learning
• Identify an actual problem in your workplace of a management and/or
leadership issue e.g. motivation
• Analyse the problem using course academic concepts and theories
• Presentation should include: an overview of the issue; examination of its
impact on business/ people
• Critically evaluate how a relevant theory on the module could be used
to help develop a solution to the problem
• Effective courses of action to correct the problem must be presented.
• Demonstrate how this investigation supports your own development –
what has been learned
• See Module Handbook & Assignment mark sheet for details

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• Assignment 2: Individual written report Presentation 75%
• Submission deadline week 14

• Centred on your experiential learning

• Identify a different challenge or development relating to management/
leadership e.g. use of social media/ restructuring / communication
• Analyse the issue using course academic concepts and theories
• The report should critically evaluate how the business/ colleagues are
impacted and how relevant theory on the module could be used to help
develop a solution to the problem
• Effective courses of action to correct the problem must be presented.
• Demonstrate how this investigation supports your own development –
what has been learned
• See Module Handbook & Assignment mark sheet for details

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• Assignment 2: Individual written report Presentation 75%
• Submission deadline week 14 (18/01/16)

As we go through the sessions you need to identify appropriate topics for

your 1st and 2nd Assessments . You should choose the aspects that
interest you most and outline:

a) what you are going to investigate as your enquiry topic

b) how you are going to investigate your topic and start thinking about
which academic areas interest you

c) Q & A on your research enquiry topic and your approach

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• Think of some leaders

What makes them great/ not so great leaders?

Do you think of yourself as a leader – why?/why not?

What do you need to become a leader?

http://www.usnews.com/news/
best-leaders/articles/2008/11/1
9/americas-best-leaders-anne-
mulcahy-xerox-ceo

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America's Best Leaders: Anne Mulcahy, Xerox CEO

Shortly after Anne Mulcahy took over the helm at Xerox in 2000, with the company facing
possible bankruptcy, she had a blunt message for shareholders. "Xerox's business model is
unsustainable," she said. Expenses were too high, and the profit margins were simply too low to
return to profitability.

Wanting easy answers for complex problems, shareholders dumped Xerox shares, driving its
stock price down 26 percent the next day. Looking back on that dark time, Mulcahy says she
could have been more tactful. "I thought it was far more credible to acknowledge that the
company was broken and dramatic actions had to be taken. Lesson learned."

After 25 years at the company, Mulcahy knew Xerox intimately, but even she was unprepared
for the depth of its financial crisis. Taking over from CEO Richard Thoman, an IBM recruit who
lasted only 13 months in the top job, Mulcahy acknowledged her lack of financial expertise—
most of her time at Xerox was in sales and upper management. She quickly enlisted the
treasurer's office to tutor her in the fine points of finance before meetings with the company's
bankers.

Her advisers urged her to declare bankruptcy in order to clear off Xerox's $18 billion in debt, but
Mulcahy resisted, telling them, "Bankruptcy is never a win." In fact, she concluded, using
bankruptcy to escape from debt could make it much harder for Xerox to be a serious high-tech
player in the future. Instead, she chose a much more difficult and risky goal—"restoring Xerox to
a great company once again."
America's Best Leaders: Anne Mulcahy, Xerox CEO

To gain support from Xerox's leadership team, she met personally with the top 100 executives.
She let them know how dire the situation was and asked them if they were prepared to commit.
A full 98 of the 100 executives decided to stay, and the bulk of them are still with the company
today.

Having spent her entire career at Xerox—she joined the company's sales force shortly after
graduating from college—Mulcahy believed deeply in Xerox's values and its proud heritage of
inventing plain paper copying. But she knew the company had grown sluggish and fat. Xerox
had stayed with its traditional business model while competitors like Ricoh and Canon captured
huge chunks of its market share by being more innovative, more agile, and more aggressive.

As CEO, Mulcahy did not become paralyzed trying to assuage angry shareholders. Instead, she
headed out to the field, where her first priority was to win over Xerox's customers by focusing
on their complaints. She told her demoralized troops, "I will fly anywhere to save any customer
for Xerox."

On her visits, she got lots of advice. One major customer, worried about the company's bloated
bureaucracy, told her, "You've got to kill the Xerox culture." Never lacking in loyalty to Xerox,
she shot back, "I am the culture."
America's Best Leaders: Anne Mulcahy, Xerox CEO

Meanwhile, the drumbeats for bankruptcy steadily increased as the company reported
significant losses, used up its entire $7 billion line of credit, and watched its credit ratings
decline sharply. Making matters worse, the company was facing a massive investigation by the
Securities and Exchange Commission of its billing and accounting practices.

Mulcahy didn't blink. She refused to cut back on research and development or field sales,
despite shareholder petitions to shut down all R&D. Instead, she attacked Xerox's bloated
infrastructure, sold off pieces of Fuji Xerox, the company's crown jewel, and farmed out
manufacturing to Flextronics. She reached a painful settlement with the SEC. Along the way,
she had to eliminate 28,000 jobs and billions in expenses, but she saved the company. Looking
back, Mulcahy says, "There were many near-death moments when we weren't sure the
company could get through the crisis. In those days we would do anything—and I mean
anything—to avoid bankruptcy."

Today, she feels a well-earned pride in staying true to her values and the company's, rather
than capitulating to Wall Street and the bankers. She has paid off the company's entire debt
(except for financed purchases), rebuilt its product line and technology base, and installed a
new management team.

A transformation. But Mulcahy has done a lot more than restore Xerox. She has completely
transformed it. "Companies disappear because they can't reinvent themselves," she said
recently.
America's Best Leaders: Anne Mulcahy, Xerox CEO

Mulcahy's advice for other companies facing massive problems, particularly during the current
financial crisis? "Do not defend yourself against the inevitable." In other words, face reality and
get your team aligned with the new vision that will result in reinvention.

To that she adds, "Focus on client service instead of financial engineering." It's too bad that
failed financial firms like Lehman, Bear Stearns, AIG, and Wachovia didn't listen to her counsel.
Actually, one troubled financial giant is listening: Mulcahy left the board of Fannie Mae four
years ago to join the board of Citigroup, where she is offering advice to its new CEO, Vikram
Pandit.

Learning her lessons well from the previous debacle, Mulcahy is once again transforming Xerox
—the plain paper copier company. Her new vision? She wants to eliminate paper in the office
altogether and become the company that manages digital content.
 Why study Management and Leadership?

In groups, using examples from your own experience

(“good” and/or “bad”) and visuals - pictures/ youtube /
cartoons/photos/ music - you have 20 minutes to
answer to the following:
What is your current understanding/ experience of:
Leadership?
Management?
The relationship between management and
leadership?
10 minute feedback is required per group & each
member must contribute.

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 Authentic Great Man/
Transformational George 2003 Trait Theory
Burns 1978/ Bass & Shamir & Eilam 2005 Bass/Stodgill 1974
Avolio 1985/1990/ Bennis Walumbwa, Avolio &
& Nanus 1985 Gardner et al 2008/9
Kouzes & Posner 2002
Behaviourist
Charismatic
Theorists (Style
Conger & Kanungo 1998 Approach)
McGregor’s Theory X & Y
Transactional Leadership 1960/Blake and Mouton
Leader-Member X
1964/ Tannenbaum &
Schmidt
Dansereau, Graen &
Hage 1975
Situational Theories
Motivation Hersey & Blanchard 1985

Expectancy
Path-goal Theory Contingency
House & Mitchell 1974 Fiedler 1964
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 Some Emerging Themes

Current environmental uncertainty, instability, complexity

Shift in understanding of what constitutes Leadership
Reappraisal of Charismatic and Transformational
leadership models
Attempts to identify Leadership Competences
Training and Leadership Development – rise of the
Corporate Universities
Reassessment of Leadership Development Initiatives in
the private sector
Critical reappraisal of Leadership in the Public Sector
Link between Leadership and Performance
(Storey, 2011: 11)

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LEADERSHIP AND MANAGEMENT

Leadership is concerned with:

direction setting, with novelty and is essentially linked to change,
movement and persuasion.
Grint K. (2005) Leadership: Limits & Possibilities pg 15

Management is concerned with:

executing routines and maintaining organisational
stability,
it is essentially concerned with control;

An essential part of management is co-ordinating the

activities of people and guiding their efforts towards the
goals and objectives of the organisation. This involves
the process of Leadership and the choice of an
appropriate form of action and behaviour.
Mullins (2010) 9th edition pg372
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Understanding the link between management and leadership

Theorists suggests that the context within which each

operates defines its difference.

Management is more concerned with relating to people in a

structured organisation setting that has roles and
responsibilities assigned.

Leadership does not necessarily require this environment to

operate. It tends to be more inspirational with emphasis on
communicating, motivating, encouraging and involving others.

Not all managers are effective leaders

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Student activity:

Imagine you are a consultant to a company and you have

been asked to identify what the managers do and what the
leaders of the business do .
Place them on the diagram (15mins) You can use post-its or
paper then discuss overlaps and what is missing

“Leaders are managers, but managers are not

necessarily leaders” argue for or against this
statement
Understanding the link between management and leadership

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Some differences between management and leadership
• MANAGEMENT is... LEADERSHIP is...
• Doing things right Doing the right things
• Efficient performance with an organizational Communicating a vision,
framework which secures the obedience of persuading rather than
a lot of people. compelling people.
Innovates -developing fresh
• Acting to limit choices
approaches to long standing
• Running organizations like machines. problems/new options.
• The ability to harness human beings as a Being receptive to change.
group to achieve a common endeavour. Focuses on and develops
• Reliant on: people: the ability to enable
• Legal-rational authority. people to perform infinitely
• Concerned with: better than they thought they
were capable of.
• EFFICIENCY
Reliant on: Charismatic
authority.
Based on Peter Drucker (1969,1993,1999) Similarities and differences between leaders and
Concerned with:
•
managers

londonmet.ac.uk EFFECTIVENESS
What impacts on a manager’s effectiveness?

Mullins (2010) 9th edition

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The Challenges of Leadership in the Modern World
Warren Bennis (American Psychologist, January 2007)

• What is the article saying about Leadership?

• What is he saying about –
• How leadership is taught?
• Leading controversy/ debates?
• What do other theorists say?
• Why is there such a surge in interest in leadership?
• How is new leadership thinking being developed/ influenced

Do you agree with the 6 competencies he thinks leaders have? – what

else would you include?

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Consider: • How do leadership and management topic link with your own area
of interest and experience?
• What does leadership mean in your business?
• What are the key drivers and influences
• What is the context of your research: Sector/ business/ structure
• complexity
• What management or leadership issues can you identify ?
• What is the base of power, how is power used?

• What would you like your contribution to knowledge in the field of

leadership/management to be?
• To what extent does your research and application of the theory
to practice affect your own conceptualisation of leadership &
management ?
• Clearly articulate your ideas
• Clearly illustrate the implications of your research for your own
potential for development as a leader within your/an organisation
and demonstrate self-reflection
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Decide your topic for your assessments 1 to agree with your
lecturer and start your reading / research on this

Each student to research and bring a journal article to session

next week to discuss – email KH by Thursday

Read the paper on “Conceptualizing Communicative

Leadership”

Start reading a book on Leadership e.g. Peter G Northouse and

Management e.g. Mullins

Read the Leadership workshop pack and

1) find an additional 2 definitions of leadership

2) start your learning journal by answering the leadership

questions on page 2
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Bibiliography
Adair, J. (1983) Effective Leadership, London: Pan

Council for Excellence in Management & Leadership (2001), Leadership

Development: Best
Practice Guide for Organisations, London:CEML

Northouse, P.G. (2010) Leadership, Theory and Practice, Fifth Edition,

Sage
Publications,Inc

Pedler, M., Burgoyne, J. and Boydell,T.(2010) A Manager’s Guide to

Leadership, Second
Edition, McGraw- Hill Publishing Company

Rowe W. G, Guerrero L. (2011) Cases in Leadership, 2nd Edition, Sage

Publications, Inc

Storey, J. (2011) Leadership in Organizations, Current Issues and Key

Trends, 2nd Edition,
Routledge

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 Thank you
London Metropolitan University

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