Leadership qualities

The difference between management and

leadership
. The biggest difference between managers and leaders is
the way they motivate the people who work or follow
them, and this sets the tone for most other aspects of what
they do.
Many people, by the way, are both. They have management
jobs, but they realize that you cannot buy hearts, especially
to follow them down a difficult path, and so act as leaders
too. Managers have subordinates
By definition, managers have subordinates - unless their
title is honorary and given as a mark of seniority, in which
case the title is a misnomer and their power over others is
other than formal authority.
Authoritarian, transactional style Managers have a position of
authority vested in them by the company, and their
subordinates work for them and largely do as they are told.
Management style is transactional, in that the manager tells the
subordinate what to do, and the subordinate does this not
because they are a blind robot, but because they have been
promised a reward (at minimum their salary) for doing so.
Work focus Managers are paid to get things done (they are
subordinates too), often within tight constraints of time and
money. They thus naturally pass on this work focus to their
subordinates.
An interesting research finding about managers is that they
tend to come from stable home backgrounds and led relatively
normal and comfortable lives. This leads them to be relatively
risk-averse and they will seek to avoid conflict where possible.
. Leaders do not have subordinates - at least not when they are
leading. Many organizational leaders do have subordinates, but
only because they are also managers. But when they want to lead,
they have to give up formal authoritarian control, because to lead is
to have followers, and following is always a voluntary activity.
Charismatic, transformational style Telling people what to do does
not inspire them to follow you. You have to appeal to them,
showing how following them will lead to their hearts' desire. They
must want to follow you enough to stop what they are doing and
perhaps walk into danger and situations that they would not
normally consider risking.
Leaders with a stronger charisma find it easier to attract people to
their cause. As a part of their persuasion they typically promise
transformational benefits, such that their followers will not just
receive extrinsic rewards but will somehow become better people.
People focus Although many leaders have a
charismatic style to some extent, this does not require a
loud personality. They are always good with people,
and quiet styles that give credit to others (and takes
blame on themselves) are very effective at creating the
loyalty that great leaders engender.
. Seek risk In the same study that showed managers as
risk-averse, leaders appeared as risk-seeking, although
they are not blind thrill-seekers. When pursuing their
vision, they consider it natural to encounter problems
and hurdles that must be overcome along the way. They
are thus comfortable with risk and will see routes that
others avoid as potential opportunities for advantage
and will happily break rules in order to get things done.
A surprising number of these leaders had some
form of handicap in their lives which they had
to overcome. Some had traumatic childhoods,
some had problems such as dyslexia, others
were shorter than average. This perhaps taught
them the independence of mind that is needed
to go out on a limb and not worry about what
others are thinking about you.

Although leaders are good with people, this

does not mean they are friendly with them. In
order to keep the mystique of leadership, they
often retain a degree of separation and
Subject Leader Manager
Essence Change Stability
Focus Leading people Managing work
Has Followers Subordinates
Horizon Long term Short term
Seeks Vison Objectives
Approach Sets Direction Plans Detail
Decision Facilitates Makes
Power Charisma Formal authority
Energy Passion Control
Culture Shapes Enacts
Dynamic Proactive Reactive
Persuasion Sells Tells
Style Transformational Transactional
Exchange Excitement for work Money for work
 Other Leadership theories
Trait leadership
Based on the theory that specific traits/ characteristic or
qualities make a leader Eg: Intelligence, assertiveness, above
average height, attractiveness, etc
Discovered later that effective leadership was more about
how the traits corresponded with the qualities of the
position.
Great man theory:
-based on the idea that leaders posses certain natural
attributes/ qualities that make them effective. The trait
theory helps us to identify specific traits that make effective
leaders including their personality traits of agreeableness,
conscientious, extroversion, neuroticism, openess.
-Behavioural Theory
 looks at the actions of leaders rather than their traits. It assumes
that by identifying behaviours, we can teach leaders how to
behave.
1. Through time and motion studies- redesign tools for maximum
efficiency to reduce unnecessary movement. Focused o task
output
Human relations – examine employee needs and motivation.
Leader to facilitate co-operative attainment of goals. Focused on
human relationships

1. Situational leadership:

-puts forward that it is the environment/ situation that determines
who emerges as a leader. It also implys that the leadership style is
in response to the maturity of the team members. Maturity of team
means are they competent to do the task, confident to deal with
task challenges and committed and motivated to do the task.
2. Visionary Leadership
- able to see the future (this is where their focus lies)
and the steps needed in business to get there.
Embedded in this is a leader who is passionate,
focused, disciplined and knowledgeable.

“One day, I will be the first Black President of South

Africa.”
- Nelson Mandela 1952
Transformational Leadership Theories
1. Transformational leadership
- focusses on leaders and followers raising each other to
higher levels of morality and motivation. It includes the leader
raising awareness of the importance of outcomes and ways of
achieving these. It transcends (goes above self interest)

2. Transactional Leadership

-focusses on management processes of controlling, organizing
and planning. Its about influencing others to do something in
exchange for something of value. Seen as a more traditional
approach to leaadership
Leadership styles and techniques
Autocratic Leadership: An extreme approach where the
leader has absolute power over his employees. Good for
unskilled / inexperienced labour or for people who like
structure. Ineffective because it leads to high level
absenteeism, demotivated staff, resentment.

Bureaucratic Leadership: lead by the book, follow procedures

exactly. Good for work involving serious safety risks or cash
handling. The team is well aware of procedures to follow.
Ineffective where creative problem solving is needed.
Charismatic Leader : this leader injects his enthusiasm and
personality into his team, very energetic. Good for motivating
a team. Ineffective because he believes more in himself and
the team who are dependant on his energy and the project
or organisation can collapse if success is tied up with this
charismatic leader.

Democratic Leader: invites the team to contribute to the

decision making process before making the final decision.
Good because team feel involved, their skills are developed,
motivated by feeling in control. Ineffective if decisions need
to be quickly taken.
Laissez - Faire Leadership: means ‘ leave it be” style is the
leader who leaves his team to get on with their work. Good if
the leader monitors what’s going on and gives feedback,
also if the team is well experienced or skilled. Ineffective if
not monitored, or with inexperienced team.

Situational Leadership / preferred Natural style: There is no

one right way to manage or lead that suits all situations. A
good leader will switch instinctively between styles according
to the situation. Consider the skills and experience of the
team, the work involved, the organisation’s culture, etc.
Maslow’s Hierarchy of Needs – How to Motivate Your Staff

One of the main theories relating to motivation is

Maslow’s Hierarchy of Needs. People have needs. A
need is a lack of something- something we want. This
produces the drive and desire which motivates us to
satisfy that need. Satisfying this need, or getting the
thing we want or lack is the goal. Maslow’s hierarchy
of needs is a theory in psychology proposed by the
American psychologist Abraham Maslow in his 1943
paper “A Theory of Human Motivation”.  This is a
theory of psychological health predicated on fulfilling
innate human needs in priority, culminating in self-
actualization.
Maslow’s hierarchy of needs
Maslow’s theory of motivation is called the
“hierarchy of needs”. that people have five
main needs .Maslow believes that people are
never really satisfied. Once a need is
satisfied, they develop a new need, higher
up on his hierarchy of needs. in the
following order of importance:-
Physiological Needs –
the need to eat . ,the need to drink, the need
to work. the need to sleep, the need to
reproduce
Safety Needs –
the need for shelter, the need to feel secure
Belonging Needs –
i) the need to feel part of a group
ii) the need for acceptance
 
Self-Esteem Needs –
i) the need to feel good about
themselves
ii) the need to be recognised for their
achievement
Self-Realisation Needs –
i) the need for personal fulfilment
ii) the need to grow and develop
 
Maslow believes that people would not
move on down this list to be motivated
by the next set of needs until the
previous set(s) had been satisfied.
Mc Clelland’s achievement motivation
theory
Dates back to 1962. Mc
Considers three needs only: Clelland
1. 1. A need for affiliation (belonging) these people will
saw the
aim their behaviour at creating and maintaining
interpersonal relationships. need for
2. 2. A need for Power : Social power will aim their achievemen
behaviour at influencing others like inspiring teams. t as being
Personal power is used to control people. critical to
3. 3. A need for achievement : often top performers in
the
an organisation,
economic
success of a
country.
Douglas McGregor's Motivation & Management Theories

Douglas McGregor proposed two theories about

employee motivation based on two very different sets
of assumptions that managers hold towards workers.
Definition and Assumptions
Theory X is based on a pessimistic view of
employee motivation and behavior. Theory X
assumes that employees dislike work, are not
ambitious, want to avoid responsibility, dislike change,
and are self-centered.
Managers who hold these assumptions believe that
employees can only be motivated by money,
promotions, and job security. Such managers are likely
to use more of a command and control approach with
their employees. Employees will cooperate if they feel
their basic needs for income and security will be met.
Theory Y is based on an optimistic view of
employee motivation and behavior. Theory Y
assumes that employees enjoy work that is
meaningful, are willing to take on responsibility, and
are willing to work for organizational goals or causes
they believe in. Theory Y also assumes that
employees are capable of creativity, ingenuity, and
self-direction.
Managers who hold these assumptions believe that
employees are motivated not just by material needs,
but also by higher-level needs, such as self-esteem
and a sense of fulfillment. Since these are continuous
needs throughout life, managers should address
these needs when seeking to motivate employees.
Giving employees more authority, broadening the
scope of their jobs, and allowing them to have a say
in decision-making can all motivate employees to
work hard for the organization.
Demotivation
How Do you Know Why Do People Become
When Staff and Demotivated
Employees are Lack of recognition
Demotivated Boredom
Increased sickness Lack of involvement
Increased absenteeism Not being listened to

Late Lack of encouragement

Lack of training
Poor quality of work
No delegation
Lack of communication
Criticism
Attitude
Too much work
Frustration
Keys to motivating people
1Management by Objective MBO):
 Can be described as a planning method where the
team decides together on goals and how to achieve
them. Rather than targets being forced on them.
Everybody can have a say.
It will only work if objectives are specific and
measurable. Determined by all relevant parties. Have a
time frame. Measurement of performance must take
place. Responsible parties must be clearly listed.
It gives direction and clarity to employees.
Employees and managers listen to each other,
Group Dynamics
Group dynamics is a term coined by Kurt Lewin, a
social psychologist. He observed that people who
work in groups usually adopt certain behaviours and
roles.  The dynamic within the group is influenced by:
Personality
Knowledge and skills
Culture and background
Potential conflict issues
Ethics
Power relationships / struggle
Group dynamics
 Strong leadership is important within a group.
 Recognize how personalities affect team
dynamics. Obviously each person working within a group
brings to that group his or her own individual personality
and skill set. Recognizing each person’s style of work,
motivation, and level of aptitude can help a manager
understand how that person fits within the group as a whole
 Understand the life cycle of a group. Refer to forming,
storming, norming, performing, adjourning.
Communication is key. – Effective group communicates
 can determine the overall success or failure of the group in
reaching its goal
Creating a rewarding environment where
people can feel good about themselves
Achievement: Be part of a great / winning team
Recognition : the key to lasting employee performance - (p35) –
must be simple / must give information about what is being rewarded
/ must be fair and open to anybody / must set a standard of
performance / must occur as close to the performance as possible,
almost immediate.
Meaningfulness of work
Empowerment (delegation) and responsibility : happens when a
manager gives authority to an employee to achieve goals and make
decisions about how to do a job (p37)
Advancement and Growth : training, development, promotions
Knowledge of results / feedback/ communication : good
communication, giving the right and sufficient information.
“A problem exists
where there is a gap
between what is and
what should be.”
 Indicators

A deviation from past experience

A deviation from the plan
Other people bring problems
The performance of competitors
Define the problem

Do not focus on
defining the answer.
Focus on defining the
problem first
Investigate possible causes (Analyse)
Possible causes
Physical - Material items failed in some
way. Eg. Scanners were faulty
Human – People did something wrong or
did not do what was needed.
Organisational – A system, process or
policy that is used is faulty.
Brainstorm and Interrogate possible
solutions
Evaluate against criteria
Cost benefit
Time
Stakeholder commitment / acceptance
Feasibilty
Policy and procedure
Suitability
Logistics and resources
Risk
Choose the best solution and implement
according to an action plan
Monitor and evaluate