MANAGEMENT AND LEADERSHIP

(505906)
Lecture 1:

INTRODUCTION TO MANAGEMENT AND LEADERSHIP

Introduction to Management and Leadership
Learning Goals:
Understand leadership and management in
organizations
Distinguishing Leadership and Management
Understand the use of system thinking and
case study methods in dealing with leadership
and management

2
What is leadership?
What comes to your mind when you see this
word?
Name some leaders:
Who are they? What did they do?

3
Conceptualizing leadership
In the past 60 years, 65 different classification
systems to define leadership dimensions
Some definitions view leadership as
 The focus of group processes
 A personality perspective
 An act or behaviour
 The power relationship between leaders &
followers
 Transformational process
 Skills perspective
 An instrument of goal achievement

4
Leadership definition
A process whereby an individual influences a
group of individuals to achieve a common
goal

A social influence process of involving two or

more people:
 Leader
 Follower
 Potential follower

5
Components Central to the Phenomenon of
Leadership
Leadership:
 Is a process
 Involves influence
 Occurs within a group context
 Involves goal attainment
Leaders:
 Are not above followers
 Are not better than followers
 Rather, an interactive relationship with followers

6
Leadership described
Trait vs. Process Leadership
Assigned vs. Emergent Leadership
Leadership & Power
Leadership & Coercion
Leadership & Management

7
Trait vs. Process Leadership
Trait definition of
leadership:
Certain individuals have
special innate or inborn
characteristics or qualities
that differentiate them
from non-leaders.
– Resides in select people
– Restricted to those with
inborn talent

8
Trait vs. Process Leadership
The process definition of
Leadership
Leadership is a property
or set of properties
possessed in varying
degrees by different
people (Jago, 1982).
– Observed in leadership
behaviours
– Can be learned

9
Assigned vs. Emergent Leadership
Assigned Emergent
Leadership based on An individual perceived
occupying a position by others as the most
within an organization influential member of a
– Team leaders group or organization
– Plant managers regardless of the
individual’s title
– Department heads
– Emerges over time
– Directors through communication
– Personality

10
Leadership & Power
Power Bases of social power
Power is the capacity or French & Raven (1962)
potential to influence Referent
personal
– Two kinds of power Expert
• Position Legitimate
• Personal Reward
Position
Coercive
Information

11
Leadership & Coercion
Coercion Involves Example of Coercive
The use of force to Leaders
effect change Adolf Hitler
Influencing others to do Jim Jones
something via David Koresh
manipulation of
rewards and penalties
in the work
environment
Use of threats,
punishments, &
negative rewards

12
Leadership & Management, Kotter (1990)
Management Activities Leadership Activities

“Produces order and “Produces change and

consistency” movement”
• Planning / Budgeting • Establishing direction
• Organizing / Staffing • Aligning people
• Controlling / Problem • Motivating / Inspiring
Solving

13
Leadership & Management, Zaleznik (1977)
Managers Leaders
Unidirectional Authority Multidirectional Influence
Are reactive Are emotionally active &
Prefer to work with involved
people on problem Shape ideas over
solving responding to them
Low emotional Act to expand available
involvement options
Change the way people
think about what is
possible

14
 Comparisons Between Leadership
and Management

CATEGORY LEADERSHIP MANAGEMENT

Thinking Process Originates Initiates
Focuses on people Focuses on things
Looks outward Looks inward

Direction Setting Vision Operational plans

Creates the future Improves the present
Sees forest Sees trees
Employee Relations Empowers Tightly controls
Associates Subordinates
Trusts and develops Directs and coordinates

Method of Operation Effectiveness (does Efficiency (does

the right things) things right)
Creates change Manages change
Serves clients/customers Serves top managers

Source: Robinson, G. Leadership versus management. British Journal of Administrative Management, January/February 1999,
20-21; Parachin, V.M. Ten essential leadership skills. Supervision, February 1999, 13-15; Bennis, W., and Goldsmith, J.
Learning to Lead: A Workbook on Becoming a Leader. Reading, Mass.: Perseus, 1997. 15
Management and Leadership (con’t)

External
environment
Stable Turbulent

Manager Leader

16
 The Evolution of Leadership Research

1900: Traits approaches

1950: Behavioral theories

1990s
1960: Contingency theories
The Evolution of Leadership Research (Cont.)

Contingency Theories
(person x situation)

Fiedler’s
contingency House’s
theory path-goal
Behaviors (enduring theory
(task and personality-like (behavior
Traits people) qualities) repertoire)

1900 1950 1960 1970

Time
18
Case study method
Two elements: case itself and discussion of
that case
Case:
 a rich narrative in which individuals or groups
must make a decision or solve a problem
 is a snapshot of an organization or an industry
wrestling with a dilemma
 written to serve a set of pedagogical objectives
Case study method (con’t)
Provides students the opportunity to apply
theory and research to practical situations
using the case study approach.
Encourages students to engage in critical
reflection and will be useful in bridging the
gap between theory and praxis.

20
Case study method (con’t)
Traditional cases:
 Presents a management issue or issues calling
for resolution and action (dilemma)
 Student are in the decision-maker’s shoes
 Allows the student to understand the stakes
involved
Cases without dilemma:
 Presents the history /operations of a company or
industry
 Students are asked to comment on how the
operations, to look for the key success factors

21
Systems thinking
The belief that the component parts of a
system will act differently when isolated from
the system’s environment or other parts of
the system
Views systems in a holistic manner
Concerns an understanding of a system by
examining the linkages and interactions
between the elements that comprise the
whole of the system

22
Systems thinking (con’t)
Need to explore:
Inter-relationships (context and connections)
Perspectives (of actors)
Boundaries

Systems thinking is useful for:

- Complex or wicked problem situations
- Organizational and social learning
- Adaptive management

23
 A system view

Source: https://www.projectsmart.co.uk/project-managers-guide-to-systems-thinking-part-1.php
24
A system view

systems don't
just interact with
themselves;

they're part of
ever larger and
more complex
systems

25
Readings
Ngah Nasaruddin, Nur Ain & Abdul Rahman,
Ismail. (2016). Leadership Quality for
Malaysia Construction Leader to Steer a
Success Construction Project.

Samaraweera, Aparna & Senaratne, Sepani.

(2015). Leading the Project Team in
Construction Projects through Team
Development Stages.

26