Link between leadership and

management

In the 80s, the airline industry faced deregulation in the

U.S., affecting the European market. With the link
between leadership and management
- SAS (Scandinavian Airlines) has overcome difficulties
and gained a foothold in the airline industry for the past
75 years.
- The SAS organizational culture has undergone a
quantum shift.
- After the First Wave, overheads dropped sharply, and
income and profits increased enormously. SAS was
recognized as the Best Airline in 1983 (SAS, 2020).
 Link between leadership and
management

Create a Tutorial Alliance

Jan Carlzon as a leader, must lead change at SAS. His

philosophy is to involve employees in the change process to
accept the change and be fully committed. A change must
include everyone, and it is the responsibility of the manager
to facilitate and enable it.

Develop vision and strategy

Jan Carlzon outlines his vision of making (SAS) the world's

best airline for frequent business travellers.

Communicating the vision of change

Extensive face-to-face discussions were held, detailed
memos for various steps were issued, and numerous
demonstrations were held. Executives and managers keep
in touch with employees personally.
Leadership Theory

Trait theory
  
In 1948, Ralph Stogdill dealt a crushing blow to a pure trait
approach to leadership.  Stogdill identified five general factors he
believes are associated with leaders:
- Capacity (intelligence, verbal fluency, judgment)
- Achievement in education and experience of an individual or a
group,
- Responsibility (dependability, reliability, self-drive,
perseverance, aggressiveness and self-confidence),
- Participation ( highly developed social interaction, popularity,
quick adaptation to changing situation, easier cooperation
compared to non-leaders)
- Status (influential leaders usually belong to higher socio-
economic class).
Leadership Theory

Behavioral theory 

Role theory 
Role theories are shaped by culture, training and
modelling (Winkler, 2010).

Managerial Grid: Developed by Drs. Robert R.

Blake & Jane S. Mouton (1964).
- Concern for People: A leader considers the
needs of team members, their interests, and areas
of personal development when deciding how best to
accomplish a task.  
- Concern for Production: A leader emphasizes Blake and Mouton (1969) plot five core leadership
organizational efficiency and high productivity when approaches on their two-dimensional grid. The 9,9
deciding how best to accomplish a task. model is seen by Blake and Mouton as the ideal
leadership style and is espoused by them as the
"one best way" of leadership.
Leadership Theory
Participative leadership
Lewin's leadership styles
German social psychologist (Lewin, 1939) started
pioneering early studies of leadership styles. They
identified three types of leadership.
Likert's leadership styles
Renesis Likert (1932), proposed a system of leadership
which pertains to aspects of the organization such as
communication, procedure for decision making, and
how members of the organization relate to each other.
Likert’s theory have four systems of leadership pervade an
organization, the fourth as participative group system
(Wren 2005).
The participative group system is defined by three basic
concepts:
- The principle of a supportive relationship
- The use of group decision making and group methods
of supervision
- Setting high-performance goals for the organization
(Wren, 2005).
Contingency theory
 
Fiedler's Contingency Model
According to (Fiedler, 1974), organizations attempting to achieve group effectiveness through leadership must
assess the leader according to an underlying trait, assess the situation faced by the leader, and construct a
proper match between the two.

Leaders are asked about their least-preferred coworker (LPC), the person they least like to work with. The
most popular interpretation of the LPC score is that it reflects a leader's underlying disposition toward others.
 
 Vroom & Yetton theory
Situational leadership
  The Vroom-Yetton (1973) model have five different
Hersey & Blanchard theory styles on the situation and level of involvement. A
range of behaviors is plausible A (autocratic), C
Hersey and Blanchard developed four leadership styles
(consultation), and G (group).
based on the task and relationships that leaders
experience in the workplace (Kenton, 2020).

- Delegating style: a low-task, low-relationship style

- Participating style: a low-task, high-relationship

style that emphasizes shared ideas and decisions.

- Selling style: High-task, high-relationship style in

which the leader attempts to sell their ideas to the
group by persuasively explaining task directions

- Telling style: High-task, low-relationship style

wherein the leader gives explicit directions and
supervises work closely.
Pros and Cons