Lecture 4 Leadership (1) 领导力

ContemporaryManagementLecture4Leadership(1)DrSarahWilliamsLearningOutcomesTostartthinkingabouthowdifferentideasaboutleadershiprelatetocontemporarymanagementTounderstandtherequirementsofAssessment1!!RecapLastthreeweeksoverviewedsustainabilityissues–Howbusinessneedstothinkaboutchangingmarkets(demographicchange)–Howbusinessneedstothinkaboutadaptingtoclimatechange;impactsonproducts,services,operations–Howbusinessneedstore-thinktheiruseofresources;•costsandaccesstoresources(asinputs)•Costs,legalanddesignissuesredisposal(asoutputs)SustainabilityasoneimportantexampleofacomplexcontemporarymanagementissueMovingforwardKeythemesofcontemporarymanagementareCOMPLEXITY&CHANGE–Sustainability–Globalisation–Governance•Diversity•ICT/SocialMediaNexttwoweeks:ExplorewhatthismeansforleadershipAreasofleadershipchallengeBlowfield,p91Traits,Power&MotivationLastyearyoulookedattraittheories–areleadersbornorbred?WheretheauthorityandpowertoleadcomesfromAndMaslow&Herzberg’stheoriesofmotivationManagement&Leadershipadministrationmaintenancefocusonsystemsdependablecontrolconcernforbottomlinedoingthingscompetentlymanagementtransactionaltransformationalleadershipdevelopment&innovationfocusonpeopleasindividualstrust&inspirationconcernforpossibilities&beyonddoestherightthing,excitespeopleManagement&LeadershipNotalwaysclearcut….Somemanagerslead,inspire,motivateAlsoimpliesleadershipisalsoaboutwhatleadersdo–Behaviouralapproaches•autocratic(concernfortaskperformance)•democratic(concernforpeople’sneeds)–AndhowtheydoitOurthemeofCHANGEalsoimpliesthecontextisimportantContingencyTheoriesTraitandbehaviouraltheoriesshedlightondifferentaspectsofleadershipyettheydonottakeintoconsiderationthecontextwithinaleaderoperates.ThisisalimitationthatthecontingencytheoryaimstoaddressasitcontendsthatleadershavetodiagnosethecontextandthendecidewhatbehaviourwillfitTwokeytheories:–Fiedler’sModel•Leader-memberrelations:degreeofconfidenceandtrustintheleader•Taskstructure:degreeofstructureinthejobs•Positionpower:leader’sabilitytohire,fire,andreward–HerseyandBlanchard’sSituationalLeadershipTheory•Amodelthatfocusesonfollower“readiness”•Followerscanacceptorrejecttheleader•Effectivenessdependsonthefollowers’responsetotheleader’sactions–Boththeoriescriticizedforlimitingthecontextthatisexaminedinrelationtoleadership–Butdoemphasizetheimportanceoffollowers…RelationshipwithFollowersTransactionalleader:–aleaderwhotreatsrelationshipswithfollowersintermsofanexchange,givingfollowerswhattheywantinreturnforwhattheleaderdesires,followingprescribedtaskstopursueestablishedgoalsTransformationalleader:–aleaderwhotreatsrelationshipswithfollowersintermsofmotivationandcommitment,influencingandinspiringfollowerstogivemorethanmerecompliancetoimproveorganizationalperformanceInternalAspectsTranscendentalLeadership–Sanders,HopkinsandGeroy(2003)developed‘transcendentalleadership’thatemphasizedonspiritualityintermsofconsciousness(mind),moralcharacter(heart),andfaith(soul)internalcomponentsAuthenticLeadership–HenerdersonandHoy(1983)-theextenttowhichfollowersperceiveleadertodemonstrateacceptanceoforganizationalandpersonalresponsibilityforactions,outcomes,andmistakes;tobenon-manipulatingofsubordinates;andtoexhibitsalienceofselfoverrole.–ComparedwithLeadershipinauthenticity‘passingthebuck’andblamingothersandcircumstancesforerrorsandoutcomes;tobemanipulativeofsubordinates;andtobedemonstratingasalienceofroleoverself.KnowThyselfAuthenticityleadsusintoValuesValueslinkswith–Motivation–ofleaders&followers–Knowingyourself–whattypeofleaderareyou?Whatisimportanttoyou?–Valuesoftheorganisation–deliveringvisionandmission–Andleadershipethics•Howdovaluesaffecthowleadersprioritiseanddealwithcomplexissues?•Andaddressethicaldilemmas?Thiswillbeexploredintheseminarsandnextweek’slectureAssessment1Assessment1investigatesakeyissueinthemanagementoforganisations.Thisassessmentconsistsoftwoparts:a10minutegrouppresentationwhereyouwillreceivesomefeedbackandanindividualreport(1000words).Thetask.Chooseoneofthefollowingquestionstoanswer:1.CocaColareliesheavilyonwatertoproduceitsproduct.ApplyyourunderstandingofclimatechangeasanissueforbusinesssustainabilitytoanalyseanddiscussCocaCola’sapproachtomitigationand/oradaptation.2.ContemporarybusinessesneedtoconsiderhowtheycanoperatesuccessfullywithinaResourceConstrainedEnvironment(RCE).UsethecaseofeitherAdnamsBrewery(Suffolk)or3M.Com(Bedford)toapplyyourunderstandingtoanalyseanddiscussthecompany’sapproachtoresourceefficiency.3.Leadershipwithincontemporarymanagementischanging.UsethecaseofBenCohenandJerryGreenfield(Ben&Jerry’s),toapplyyourunderstandingtoanalyseanddiscussthevalues-basedapproachofthesetwosustainabilityentrepreneurs.ReferencesUseacademicreferences–Availableoneachcasestudycompany–AndtosupportthequestioncontextUsegoodbusinessreferences–Lotsofcasestudiesalreadywrittenoneach–DoNOTrelyonone/fewsource(s)–AlsousegoodbusinessreferencestodiscussquestioncontextCompanyresourcesUseareportformatThetenminutegrouppresentationwillbegivenduringtheseminarsonweek6(Tuesday11th,