LEADERSHIP AND MANAGEMENT STYLE

To manage is to bring about, to accomplish, to have charge of or responsibility for, and to conduct. To lead is influencing, guiding in direction, course, action, opinion.

While a manager is an advocate for stability and the status quo, a leader is an advocate for change a new approaches to problems.

 The management process reduces uncertainty and provides stability.

The leadership process creates uncertainty and change.

While leadership is the process of guiding & directing the behavior of people in the work environment, formal leadership is based on the authority of a formal position, Informal leadership is the unofficial leadership accorded to a person by other members of the organization and followership is the process of being guided by a leader.

Every company has its own vision (Where they are going), mission (Who, when, how they will get there), values (Rules of engagement and norms of behavior) and purpose (Why we do what we do).

There are different theories of leadership such as:

·         The behavioral Theories:

Ø  Authoritarian: Manager retains as much power & decision making authority as possible.

Ø  Consultative: this leader will talk to everyone affected by a task to get their views and ideas.

Ø  Democratic: Keeps employees informed and shares decision making and problem solving responsibilities.

Ø  Laissez faire: Managers provide little or no direction.

·         The Contingency theories:

Ø  The path-goal theory: Where the leader is directive, supportive, participative and achievement oriented.

Ø  The normative decision model: The most appropriated decision method for a given decision situation is used.

Ø  The situational leadership theory: Where they are whether self directed or leader directed.

Tranformational inspire followers to transcend their self-interests and achieve exceptional performance.

Charismatic leaders use personal abilities and talents to have effects on followers.

Authentic leaders are guided by values and emphasizes on the collective benefit.

BIBLIOGRAPHY

• Bennis, W. G. (1989). On becoming a leader. Reading, MA: Addison-Wesley.
• Brilhart, J. K., and Galanes, G. J. (1989). Effective Group Decisions.
• Dubuque, IA: William C Brown Publishers. p. 201-203.
• Kotter, J. P. (1990). What leaders really do. Harvard Business Review, May-
June, p. 103-11.
• Nelson, D.L. & Quick, J.C. (2010) Organizational Behavior: Science, The Real
World and You. South-Western College Publication, 7th. Ed.
• Northouse, P. G. (2001). Leadership: theory and practice. Thousand Oaks,
CA: Sage.

IMAGES

1st Image retrieved from http://post.career.vi/2010/06/become-an-effective-team-leader/

2nd Image retrieved from http://www.nytimes.com/2007/10/19/world/americas/19latin.html