Management and Leadership

1. Management and LeadershipManagement and Leadership
VATL MeetingVATL Meeting

2. ManagementManagement
 What is Management?What is Management?
 McLaughlin (1994) says that:McLaughlin (1994) says that:
 ““Management can be defined as the effective utilization ofManagement can be defined as the effective utilization of
resources (both human and material) to achieve anresources (both human and material) to achieve an
organization’s objectives”. (p.3)organization’s objectives”. (p.3)
 Hunter (1991)Hunter (1991) “In some ways the task of supervising is“In some ways the task of supervising is
more demanding than that of more senior management.more demanding than that of more senior management.
The managing role can be described under five headingsThe managing role can be described under five headings
[…]. These are:[…]. These are:
 PlanningPlanning
 OrganisingOrganising
 DirectingDirecting
 ControllingControlling
 Staffing.”Staffing.”

3. The Management ProcessThe Management Process
Management seen as a set of circles of Influence
Managing External Relationships
Manage
Self
Manage the Team
Managing the Organizational
interface

4. Management TheoriesManagement Theories
 Weber: Bureaucratic Model of Management: ChainWeber: Bureaucratic Model of Management: Chain
of Commandof Command
 Taylor: Scientific management: time and motionTaylor: Scientific management: time and motion
 Mayo: Norms powerful control over workersMayo: Norms powerful control over workers
 Maslow: Needs HierarchyMaslow: Needs Hierarchy
 McGregor: Theory X and Theory YMcGregor: Theory X and Theory Y
 Hertzberg: Hygiene or Motivation theoriesHertzberg: Hygiene or Motivation theories
 Likert: Human behavior/motivation and leadershipLikert: Human behavior/motivation and leadership
style associations.style associations.

5. Leadership: A Facet of ManagementLeadership: A Facet of Management
 Managers think incrementallyManagers think incrementally
 Leaders think radically “Leaders think radically “
 Managers do things right, whileManagers do things right, while
 Leaders do the right thing” (Pascale)Leaders do the right thing” (Pascale)
 Managers follow the rules; Leaders follow their intuitionManagers follow the rules; Leaders follow their intuition
 Leaders stand out by being different.Leaders stand out by being different.
 They question assumptions and are suspicious of tradition.They question assumptions and are suspicious of tradition.
 They seek out truth and make decisions based on fact notThey seek out truth and make decisions based on fact not
prejudiceprejudice
 Leaders are observant and sensitive people. They knowLeaders are observant and sensitive people. They know
their team and develop mutual confidence within it (Fenton)their team and develop mutual confidence within it (Fenton)

6. Management Vs LeadershipManagement Vs Leadership
Management Vs Leadership
Coping with
Complexity
Coping with change
Planning and
Budgeting
Setting a Direction
Organizing and
Staffing Aligning People
Controlling and
Problem solving
Motivating People
Replacement
Planning
Career
Development of
Potential leaders

7. SubjectSubject LeaderLeader ManagerManager
EssenceEssence ChangeChange StabilityStability
FocusFocus Leading peopleLeading people Managing workManaging work
HaveHave FollowersFollowers SubordinatesSubordinates
HorizonHorizon Long-termLong-term Short-termShort-term
SeeksSeeks VisionVision ObjectivesObjectives
ApproachApproach Sets directionSets direction Plans detailPlans detail
DecisionDecision FacilitatesFacilitates MakesMakes
PowerPower Personal charismaPersonal charisma Formal authorityFormal authority
Appeal toAppeal to HeartHeart HeadHead
EnergyEnergy PassionPassion ControlControl
DynamicDynamic ProactiveProactive ReactiveReactive
PersuasionPersuasion SellSell TellTell
RulesRules BreaksBreaks MakesMakes
LikesLikes StrivingStriving ActionAction
RisksRisks TakesTakes MinimizesMinimizes
ConflictConflict UsesUses AvoidsAvoids
DirectionDirection New roadsNew roads Existing roadsExisting roads
CreditCredit GivesGives TakesTakes
BlameBlame TakesTakes BlamesBlames

8. Comparison of three leadership styles
Boss-centered Subordinate-centered
Leadership leadership
Use of authority
By the manager
Area of freedom
For subordinates
Manager
makes
decision and
announces it
Manager
“sells”
decision
Manager
presents ideas
and invites
questions
Manager
presents
tentative
decision
subject to
change
Manager
presents
problem, get
suggestions,
makes
decision
Manager
defines limits,
asks groups
to make
decision
Manager
permits
subordinates
to function
within limits
defined by
superior
Range of behaviour

9. ChangeChange
External/Environment
Past Future
Exploration
Denial Commitment
Resistance

10. Factors Needed for SuccessfulFactors Needed for Successful
ChangeChange
• What happens if some or one of the steps are missing?
1. No Pressure for Change= Bottom of the box
2. No Shared Vision=A quick start that fizzles
Pressure for
Change
Clear shared
Vision
Capacity
for
Change
Capacity
for
Change
Actionable
first steps
Actionable
first steps
Model the
way
Model the
way
Reinforce &
Solidify
Change
Reinforce &
Solidify
Change
Evaluate
&
Improve
Evaluate
&
Improve
Bottom of
the Box
Quick
start that
fizzles
3. No Capacity for Change= Anxiety and frustration
Pressure for
Change
Clear shared
Vision
Actionable
first steps
Model the
way
Reinforce &
Solidify
Change
Evaluate
&
Improve
Anxiety
&
frustratio
n

11. 4. No Actionable first steps, plans, etc.= Haphazard efforts, false starts
5. No modeling or leading the way= Cynicism and distress
6. Lack of Reinforcing and solidification of change= Staff go back to old ways
7. No evaluation or improvement of products or processes Skepticism and stagnation
(Adapted from the HR Monthly March 1998 p. 22)
Pressure for
change
Pressure for
Change
Pressure for
Change
Pressure for
Change
Clear shared
Vision
Clear shared
Vision
Clear shared
Vision
Clear shared
Vision
Capacity
for
Change
Capacity
for
Change
Capacity
for
Change
Capacity
for
Change
Actionable
first steps
Actionable
first steps
Actionable
first steps
Model the
way
Model the
way
Model the
way
Reinforce &
Solidify
Change
Reinforce &
Solidify
Change
Reinforce &
Solidify
Change
Evaluate
&
Improve
Evaluate
&
Improve
Evaluate
&
Improve
Haphazard
efforts, false
starts
Cynicism
&
Distrust
Back to
old ways
Skeptical
& Cynical

12.  Quotes:Quotes:
 Heraclities 535 475 BC notes that there is nothing permanent except‑Heraclities 535 475 BC notes that there is nothing permanent except‑
change.change.
 Anatole France all changes, even longed for change have theirAnatole France all changes, even longed for change have their
melancholy, for what we leave behind us is part of ourselves; we mustmelancholy, for what we leave behind us is part of ourselves; we must
die one life before we can enter anotherdie one life before we can enter another
 Alfred North Whitehead Accept change and get stability resistance‑‑Alfred North Whitehead Accept change and get stability resistance‑‑
produces chaos. He suggests that the art of progress is to preserveproduces chaos. He suggests that the art of progress is to preserve
order amid change and to pressure change among order.order amid change and to pressure change among order.
 "The past is gone; the present is full of confusion; and the future scares"The past is gone; the present is full of confusion; and the future scares
the hell out of me" (D.L. Stein).the hell out of me" (D.L. Stein).
 Advanced Library and Cultural Studies Project2008.docAdvanced Library and Cultural Studies Project2008.doc

13. Adoption of ChangeAdoption of Change
Changeisadoptedatdifferentrates:
#of
People Bellcurve
Innovators Early Early Late Late Die
Adopters MajorityMajority Adopters Hards
Time

14. Rate of ChangeRate of Change
Percentage of people adopting a change
20% unstoppable
5% embedded
Time
• When 5% of the people adopt the change it is said to be embedded.
• When 20% of staff adopt the change it is said to be unstoppable.

15. Self HelpExercise24ChangeLeadershipindicators
Instructions:TickorcrosstheYesorNoboxestothefollowingstatements
Yes No ChangeLeadershipindicators
□ □ Moreemployeeinvolvementat alllevelsof decisionmaking?
□ □ Increasedemphasisonmeaningful work?
□ □ Moreresponsibilityandaccountabilityforindividualemployees?
□ □ Fewermanagersandmoreparticipationintheformofself-managingteams?
□ □ Aflatterorganisationalstructure?
□ □ Peopleresponsiblefortheirown skilldevelopment.
□ □ Afocus onhumancapitaldemonstratedbyincreasesintraining,retraining
□ □ Anatmospherethat encouragesmutual respectandtrust
□ □ Aneedforcontinuouslearning
□ □ Anincreaseintheprotectionofemployeerights.
□ □ Programsthatsupportbalancingwork andfamilylife.
□ □ Increasedencouragementoflearningandcreativityawayfromtheworkplace
□ □ Better recognition andrewardforsuperiorperformance? .
□ □ Smallermanagerial groups
□ □ Greaterdiversityintheworkplace
□ □ Continuousneed forworkerswithspecialisedskills.(Adaptedfrom Scott,p. 7).

16. Tick the following checklist to identify problems which arose from your manager/you!
Problem 1 Ignoring Resistance Yes No Solution
Ignoring or resisting resistance: □ □ Invite comments;
Denying resistance makes it go deeper. □ □ Listening and good communication
Blame, everyone wants to blame you. □ □
Everyone is angry at you.
Problem 2 Jumping Ahead Yes No Solution
Jumping to team building: □ □ The group needs a chance to complain
when a group is in denial, and assess their loss before beginning
resistance or early moments of exploration to rebuild trust and co-operation
Problem 3. Pushing Productivity Yes No Solution
The Draino approach: pushing productivity □ □ Work on team building and support
too soon. If you demand it you will get it. Try to give team a chance to rebuild
Employees respond in the short term skills, trial and test new products or
but plateau and then decrease their productivity. procedures
The danger is of a clogged organisation
where everything breaks down.
Problem 4. Scroogs-itis. Yes No Solution
focus is primarily on economic factors; □ □Within your ability as a manager
people hear through their wallets provide direct incentives
not through their ears. ensure financial security
* increase earning potential
* provide cost/benefit analysis

17. Problem 5: Buried Treasures: Yes No Solution
Here the benefits are not spelled out. □ □ Within your ability as a manager
Those affected are not involved. clarify specific and personal benefits
* involve those affected in planning
Problem 6: Ugly Baby syndrome: Yes No Solution
Here people have worked hard to develop □ □ Avoid negative comments
their way of doing something and feel like Recognize the past
you are criticizing their little baby. Focus on enhancements
* Get direct involvement
Problem 7: Defensive fence building: Yes No Solution
Characteristics, people put up a fence □ □ Stroke egos
around their egos because they feel incompetent. Demonstrate how direct
* involvement is necessary
* ask for advice and help from staff
• Problem 8: Comfortable habits: Yes No Solution
• Characteristics, people feel safe, secure □ □ Find good in the past and present ways
• and comfortable in what they do. focus on enhancement
• They take on the attitude "not to upset provide a taste-test to loosen attitudes
• the apple cart". evaluate impacts
• relate change to organisational goals
(Adapted from Chang, p. 95-99).

18. BibliographyBibliography
 McGowan, John, Miller, Paul, Management vs Leadership in the School Adnimistrator, 2001McGowan, John, Miller, Paul, Management vs Leadership in the School Adnimistrator, 2001
http://www.aasa.org/publications/saarticledetail.cfm?http://www.aasa.org/publications/saarticledetail.cfm?
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00
 The difference between management and leadershipThe difference between management and leadership
http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html#Topic5http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html#Topic5
 Leadership vs management inLeadership vs management in
http://changingminds.org/disciplines/leadership/articles/manager_leader.htmhttp://changingminds.org/disciplines/leadership/articles/manager_leader.htm
 The difference between leadership and management http://www.teamtechnology.co.uk/leadership-The difference between leadership and management http://www.teamtechnology.co.uk/leadership-
basics.htmlbasics.html