Definition Leading is the process by which a person with vision
is able to influence the activities and outcomes of others in a
desired way (p.482, J. Walker, Introduction to Hospitality
Management 2007)
Slide 3
Managers Compared to Leaders Leadership is the process of
influencing a group toward the achievement of goals. Managers Are
appointed to their position Can influence people only to the extent
of the formal authority of their position Do not necessarily have
the skills and capabilities to be leaders Leaders Are appointed or
emerge from within a work group Can influence other people and have
managerial authority Do not necessarily have the skills and
capabilities to be managers
Slide 4
People have different personalities, upbringing, ethnic
backgrounds etc and because of this they will behave differently in
the leadership position. The transition from worker to supervisor
is not always easy What do you see as some common mistakes /
difficulties made during the process?
Slide 5
Still trying to be part of the gang Not delegating properly Not
using your authority properly Not being a good team member Not
being a good role model Having difficulty leading Lack of people
skills Not competent in all technical skills under supervision
Slide 6
Think of someone you feel is a good MANAGER List their
qualities and behaviours NOW Think of someone who is a good LEADER
List their qualities and behaviours Discuss the DIFFERENCES between
the two
Slide 7
A true leader is someone that people turn to automatically for
advice, encouragement, guidance and direction Successful leaders
must be able to see the other persons point of view Have the
ability to generate enthusiasm A good leader is someone that people
follow because they want to, not because they have to Many people
are placed in leadership positions but that does not itself make
them a food leader
Slide 8
LeadersManagers ShowTell Create ideas & innovateControl
& administer Encourage experimentationGive direction Ask what
and whyAsk how and when Establish & live valuesdo as I say Lead
by exampleRely on authority InspirePlan & co-ordinate
InvolveSolve problems ParticipateDelegate EncourageMonitor Focus on
peopleFocus on the task Set directionAdhere to direction
Slide 9
Brainstorm What do you look for in a Leader?? What are some
specific behaviours you look for in a Leader?? How good a Leader
are YOU??
Slide 10
Assess your leadership skills Complete p.265 267 in K. Cole
text Ask yourself Do I do this? and Would my team members say that
I do it?
Slide 11
Leaders personality Leaders past experience Leaders
expectations Superiors expectations and behaviour Staff
characteristics Staff behaviour The requirements of the task The
organisational climate and policies The expectations and behaviour
of peers
Traits Approach Focuses on the personal qualities of a leader
such as intelligence, height & self assurance Behavioural
Approach Focuses on what effective leaders do, they portray
leadership as a set of behaviours Situational Approach Focuses on
the situation dictates the leadership style that will work
best
Slide 14
You will be assigned a Leadership Theory to research and
present to class next week You will complete the research and
presentation in groups You must provide information to the rest of
the class (could use OHT, handouts, class notes etc)
Slide 15
In Brief
Slide 16
Focuses on the personal qualities of a leader such as:
Intellectual i.e. Intelligence above average Personality i.e. Self
confidence, alertness, integrity Physical i.e. Height Thought of
natural leaders are born with the right personality traits
Slide 17
Transactional Leadership Theory p.242 Leaders that takes an
organisation in new directions, largely through the leaders
personal dynamism and drive Charismatic Leadership Theory p.243
Leadership based on personal magnetism and other qualities
Slide 18
5 Behavioural Theories 1. Tannenbaum & Schmidts Continuum
of Leadership Styles 2. Blake & Moutons Managerial Grid 3.
Likerts concept of consideration & structure 4. Adairs
Functional Leadership Approach 5. McGregors Theory X & Theory
Y
Negative, task-centred leaders who rule through force and
threats of punishment This may get results in some work situations
but generally the resulting quality and quantity do not remain high
for very long You do not lead by hitting people over the head.
Thats assault, not leadership D. Eisenhower (K. Cole p.245)
Slide 21
Also known as Autocratic Leaders Task-centred leaders who
exercise strong control, provide minimal information and allow
followers little opportunity to participate in decision making
Authoritarian leaders retain all the power, and they issue orders
with no questions allowed and no explanations given This makes
followers dependent upon them for decisions and directions
resulting in staff feeling lost in the leaders absence
Slide 22
Also known as Participative Leaders People centred who
encourage participation and involve people Ask for peoples opinions
and suggestions, and involve them in solving work-related problems.
Staff under these leaders are well informed and used to solving
problems Can function effectively when their leader is absent
Slide 23
Also known as Non-directive and Free-reign Leaders Appear not
to lead at all Non-directive, delegative leaders who provide
information and leave employees to do their jobs, with little or no
input from themselves Can work really well with highly skilled and
motivated staff and the work is complex or unstructured When the
established standards and goals need to be met regularly this is
not the most suitable style of leadership
Slide 24
Three models of situational leadership: Fiedlers Contingency
Theory Hersey & Blanchards Task-Readiness Theory Tannenbaum
& Schmidts Elements of Leadership Theory
Slide 25
Transactional Leadership Charismatic Leadership Blake &
Moutons Managerial Grid Theory Tannenbaum & Schmidts Continuum
of Leadership Theory McGregors X & Y Theory Participative
Leadership Hersey & Blanchards Task Readiness Theory Fielders
Contingency Theory
Slide 26
Discussion
Slide 27
James Kouzes & Barry Posner Challenge the process Inspire
the shared vision Enable others to act Model the way Encourage the
heart
Slide 28
is a leadership theory developed to determine the form and
amount of participative decision making in different situations.
any of five leadership behaviours may be feasible in a given
situation: Decide, Consult Individually, Consult Group, Facilitate,
and Delegate. The leader-participation model confirms that
leadership research should be directed at the situation rather than
at the person.
Slide 29
is the theory that it is the leaders job to assist his or her
followers in attaining their goals and to provide the direction or
support needed to ensure that their goals are compatible with the
overall goals of the organisation. Path-goal theory says that a
leaders behaviour is acceptable to subordinates to the degree that
they view it as an immediate source of satisfaction or a source of
future satisfaction. And the leaders behaviour is motivational to
the extent that it makes subordinate need-satisfaction contingent
on effective performance and provides the coaching, guidance,
support and rewards that are necessary for effective
performance.
Slide 30
2.Four leadership behaviours were identified a. The directive
leader lets subordinates know what is expected of them, schedules
work to be done, and gives specific guidance on how to accomplish
tasks. b.The supportive leader is friendly and shows concern for
subordinates needs. c.The participative leader consults with
subordinates and uses their suggestions before making a decision.
d.The achievement-oriented leader sets challenging goals and
expects subordinates to perform at their highest level.
Slide 31
Brainstorm in groups
Slide 32
Modelling high standards or performance and behaviour
Demonstrating respect for diversity Demonstrating commitment
Treating staff with integrity, respect & empathy Recognising
and meeting individual needs Encouraging participation Consultative
process Ensuring communication Sharing information Providing
feedback and encouragement
Slide 33
Leadership and management are changing Autocratic and
dictatorial leadership are no longer accepted Modern leadership is
about guidance and communication We expect leaders to be democratic
& participative Building teams resolving conflict and act as
mentors
Slide 34
Practice openness - Mistrust comes as much from what people do
not know as what they do know; keep people informed. Be fair - When
making decisions, giving rewards, undertaking performance
appraisals, consider how others will view these in terms of
fairness and equity. Speak your feelings - Leaders not only need to
convey hard facts to employees but by sharing feelings they will
see you as human and caring and respect will increase. Tell the
truth - Honesty is critical to credibility and managers must be
perceived as telling the truth. Show consistency - People want
predictability. Take time with decisions to ensure they are
consistent. Fulfil your promises - Trust requires that people
believe that you are dependable. Keep you word. Maintain
confidences - You trust people who are discreet and upon whom you
can rely. This means not discussing with others confidences of
employees. Demonstrate competence - By demonstrating technical and
professional ability you gain respect from others.
