Integrating Leadership into Management

Integrating Leadership into Management : Integrating Leadership into Management Dr. H. Kwame Afaglo Edited by: Richard Ansah Sarpong Elizabeth Opuni ©2010

Integrating Leadership into Management : Integrating Leadership into Management Management in recent times has leadership as an integral practice for successful managerial roles and vice versa. In other words, management without leadership is neither inspiring nor motivational and leadership without management leads to mediocre achievements and in some cases the inability to establish successful milestones.

Integrating Leadership into Management : Integrating Leadership into Management Therefore management and leadership are twin functions for effective governance of all group endeavours. Inasmuch as management is a systematic process of determining the organisations intended goals, the steps in achieving them, while eliminating waste, leadership gives management the necessary drive and

Integrating Leadership into Management : Integrating Leadership into Management serves as an added value. A leaderless team is one without unit of direction and purpose. Thus will run a business entity in disarray and not be able to achieve its goals or objectives. Leaders carry out the following as basic functions (acronym MIDGES); Motivation - Motivate colleagues to offer

Integrating Leadership into Management : Integrating Leadership into Management their optimal performance base on either the illusion of self ownership (employee ownership) or employees factually owning some portion of the organisation. Influence colleagues and outcomes - Encourage above target or on target productivity.

Integrating Leadership into Management : Integrating Leadership into Management Direction - Show the way for colleagues to follow. It is worth managers noting that they are role models and are in the position of trust. Hence, their decision making process must be objective, and the decisions must be precise, and devoid of bias (sexism, ageism, Islamaphobia, political inclination, ethnicity, etc). Decisions taken by the team must be

Integrating Leadership into Management : Integrating Leadership into Management collectively binding on all members. Generate the organisational vision, mission and equally important value systems. Effort – Leading by deeds and not just in words. Charismatic managers do not only do the talking but also do the walking.

Integrating Leadership into Management : Integrating Leadership into Management Shape events - Especially, in driving change where necessary. Inferring from the rudimentary roles of a leader, leadership can be defined as the ability to influence and touch colleagues to offer their optimal performance in achieving organisational target(s) or above target(s).

Integrating Leadership into Management : Integrating Leadership into Management Intrinsically, management is scientific and leadership comprises of craft and ingenuity. Consequently, an effective manager needs to compliment his ability with leadership skills and vice versa. How people come into leadership roles Primarily, one can only be a leader

Integrating Leadership into Management : Integrating Leadership into Management provided there are followers, while, the converse is possible for management. Nurture and Nature plays a significant role in determining who is a leader or follower. Situations, expertise and behaviour for nurturing some people into leadership roles, while others come into leadership by trait and type theories,

Integrating Leadership into Management : Integrating Leadership into Management or lineage. Situational – Some specific events requires its specially trained managers and leaders to lead the organisation in the desired direction. Change managers require specific training in leadership to champion an organisation through the challenging changing phase of the firm. E.g. J. Sainsbury a shopping chain did

Integrating Leadership into Management : Integrating Leadership into Management employ Justin King as the Chief Executive Officer (CEO) to lead the changing phase of the shopping chain from office oriented work to shop floor centred activities for return to better ranking and profitability in 2005. Marks and Spencer did contract Sir Stuart Rose as Chief Executive in 2004 to also get them back into profitability through expansion of brands and target marketing.

Integrating Leadership into Management : Integrating Leadership into Management Other subsets of situational leadership as presented by Afaglo as: ‘In the workplace setting other situational leaders arise as Task-oriented leader who is to ensure productivity levels are attained by staff. The other form of workplace leadership is socioeconomic leadership, and here the leader is meant to ensure there is cooperation among all rank and files, so

Integrating Leadership into Management : Integrating Leadership into Management the task could be achieved in harmony.’ (2009) Expertise – A combination of formal learning (training and schooling) and longevity at workplace serves as fertile grounds for building expert knowledge backed by experience, of which serves as

Integrating Leadership into Management : Integrating Leadership into Management one of the means of assuming leadership roles. Behavioural – Some individual’s high and steady ability to learn from imitation, cum their interaction with the environment, places them in the position of leadership. Some individuals are driven to work their way to leadership roles by rewards,

Integrating Leadership into Management : Integrating Leadership into Management reinforcement and motivation. Personality – Trait and type theories of leadership are one of the oldest forms of choosing a leader. It is been observed that mesomorphs (tall, well build, energetic) are preferably chosen as leaders in politics, and social groupings, while, fat people are said to be jovial and therefore

Integrating Leadership into Management : Integrating Leadership into Management lead comedy. However in business set-ups, short people also have the opportunity to lead or manage. Lineage – Leadership is bestowal on some people by virtue of birth to a particular family. Say, Prince Charles who is the head of a charitable organisation. Family business until recently, only direct

Integrating Leadership into Management : Integrating Leadership into Management descendant assume the leadership positions as CEO or Chief Finance Officer (CFO), among other positions. Invariably, there is no one universal style of leadership that is most effective, but it is dependent on the personality of the leader, environment and situation. Lippitt and White (1943) identified some leadership styles based on behaviour, personality and

Integrating Leadership into Management : Integrating Leadership into Management environmental interactions. These are autocratic, democratic and laissez-faire leadership styles. This presentation has an expanded form of leadership styles. Autocratic leadership – This style is characterised with behavioural patterns as: - Achievement oriented, - leader is distant from followers, - punishes followers without explanation

Integrating Leadership into Management : Integrating Leadership into Management when they are on the other side of expectations, - does discourage followers communicating among themselves. E.g. Emergency services. Dictatorial leadership – identifiable with characteristics as: - lead by intimidation and fear,

Integrating Leadership into Management : Integrating Leadership into Management - leader is seen or revered as a god of job knowledge, - does not entertain creativity and initiative initiated by followers. Provided the idea(s) starts from his or her end, it is realistic, acceptable and implemented accordingly. Democratic leadership – Here the leader is associated with the following characteristics: - builds and encourages team work,

Integrating Leadership into Management : Integrating Leadership into Management - work is planned from team discussions, - leader offers explanation to expectations and actions, - encourages communication among followers. E.g. Groups of about equal abilities as management of teaching staff. Enabling leadership – Besides the characteristics of a democratic leader he or

Integrating Leadership into Management : Integrating Leadership into Management she emphasizes creativity and innovation to be initiated from followers end, and such actions are rewarded accordingly. E.g. Marketing, sales and public relation activities. Laissez-faire leadership – this style is simply known as ‘laid back’ attitude, and followers are to initiate their own project and run it at their own pace. E.g. Scientific research centres.

Integrating Leadership into Management : Integrating Leadership into Management Managers are to determine the most suitable leadership style to adopt depending on the circumstance. With management been empirical, emphases placed on performance and competition heightened, employee results are tied to bonus schemes. This has brought to forth transactional leadership style.

Integrating Leadership into Management : Integrating Leadership into Management Transactional leadership – is highly correlated with the following characteristics: - output or result oriented, - high performance is emphasized, - rewards especially money serves as the reason d'état of employment, - breeds individualism,

Integrating Leadership into Management : Integrating Leadership into Management - highly susceptible to cardio-vascular disease, - spends less time on holidays or vacations. Three common mistakes leaders make i. Inability to plan into the future – It is a major blunder not to have an organisational vision. An exemplary

Integrating Leadership into Management : Integrating Leadership into Management leader was Moses whose vision to the Israelites was sending them into the land of milk and honey (Canaan). That journey took them through challenges, pleasant times and wars for about forty (40) years, before they got to the promised land. Hence it is imperative that management ensure they design a vision statement for the organisation through strategic planning.

Integrating Leadership into Management : Integrating Leadership into Management ii. Dictatorship in decision making – The temptation for leaders to be dictatorial in decision making is high, since they may be seeking for particular results in their own time. Experientially, this is rather a dangerous temptation which mostly tends to be expensive to the organisation. Preferably, management and not a single leader, must arrive at

Integrating Leadership into Management : Integrating Leadership into Management decisions through consultations, consensus building, lobbying, trading and voting. iii. Miscommunication – This leads to chaos at workplace. Therefore, communication must be a two-way process and in either written, oral and especially body language. Leadership must

Integrating Leadership into Management : Integrating Leadership into Management ensure their verbal communication is in consonance with their body language. Also, message to be communicated must be simple, short and sweet (3S of communication). Ambiguity in language must be avoided as much as possible, and complex and technically bias message must be tailored to the comprehension of recipients.

Integrating Leadership into Management : Integrating Leadership into Management There are two leadership approaches known as Theory X and Theory Y, which can be contrasted in the grid on subsequent slides. Theory X Theory Y Concept of work Work is regarded Work is naturally as a bother. ‘A job perceived with is not a life’ interest.

Integrating Leadership into Management : Integrating Leadership into Management Theory X Theory Y Attitude of staff Staff just work as Achievement they are told, with is desired for, little or no desire hence, the con- for recognition. quest attitudes are exhibited by staff.

Integrating Leadership into Management : Integrating Leadership into Management Theory X Theory Y Motivation Staff are less moti- Self esteem and vated, unless they sense of actu- need money. alisation is the motivation here Creativity Staff do not expert The high sense to be creative or of self esteem offer creative ideas serves as creati- to organisation. vity enabled by individual staff.

Integrating Leadership into Management : Integrating Leadership into Management The choice is for management to foster an organisational culture through leadership on either theory X or Y approach. Invariably, the rank and file of staff will follow the leadership approach of management with faith. Unless, there are doubts as to fair play, staff will continue to give off their best in line with organisational culture shaped by

Integrating Leadership into Management : Integrating Leadership into Management leadership style and approach. Leadership can not be divorced from management, and management can be effective based on the leadership style and approaches practiced. Thank you