1. Leadership and Management Styles
Rachael Graham 13k

2. What is the difference between
leadership and management?
 Management  Leadership
This is the process of setting
objectives and making the Influencing others to
most efficient use of achieve certain aims or
financial, human and objectives. Effective
physical resources to leadership skills can
achieve these objectives.
help a manager to carry
Key tasks include planning,
control and co-ordination. out their duties

3. What do Leaders do?
• Decide upon objectives
for the organisation
• Provide expertise and
set standards fort the
organisation
• Decide upon company
structure and shape the
culture of the business

4. What makes a good leader?
 A good leader will be informed and knowledgeable
about matters relating to the business
 A good leader should be self-motivated and desire to
achieve great things
 A good leader should possess an air for authority
 A good leader would have the ability to think
creatively and to solve problems

5. Styles of Leadership…
There are three basic categories of leadership
style…
 Autocratic or authoritarian leadership
 Paternalistic leadership
 Democratic leadership

6. Authoritarian or Autocratic Leadership
Such leaders would have considerable sympathy with
the views expressed by Taylor.
Such leaders…
• Take decisions with little involvement of junior
employees
• Allocate tasks
• Set objectives
• Will contain total control throughout

7. Authoritarian Ctd…
Such leaders, use a one-way communication
system, downwards from leader to
subordinate.
This style of leadership may be appropriate
when quick decisions are required, or when
large numbers of un-skilled employees are
involved.

8. Paternalistic Leadership
This is a leadership style which is quite
dictatorial, yet decisions are taken in the best
interests of the employees.
This style’s key features include…
• This form of leadership explains decisions
• It also ensures employees’ social and leisure
needs are met.

9. Democratic Leadership
This form of leadership involves running a
business on the basis on the majority of
decisions.
This methods main features include…
 This form of leadership encourages
employees to take part in decision-making
 This method also uses delegation

10. Democratic Leadership Ctd…
There is a two-way communication between senior and junior
employees.
• Bill Gates was a man, famous for his democratic management
style at Microsoft.
• He has actively involved employees in key management and
strategic decisions.
• Most of his time is devoted to meeting with customers and
staying in contact with Microsoft employees around the world
via e-mail.

11. Douglas McGregor’s
Theory X and Y
o In 1964, Douglas published ‘The Human Side of
Enterprise.’
o This book is famous for discovering how leaders’
attitudes may influence their behaviour.
o The book is noted for its comparison of two types
of leader that McGregor called ‘TheoryX’ and
‘TheoryY’ leaders.

12. Theory X Leaders Believe…
 The average employee dislike work and will avoid it if
at all possible
 People must be controlled and directed and
punished, if necessary, to put in a real effort at work
 The typical worker wants to avoid responsibility and
has little ambition
 Employees look for security above all else at work

13. Theory Y Leaders Believe…
• Working is as natural as play or rest for the average
employee
• The typical worker does not have an in-built dislike
for work
• Other means exist to motivate workers rather than
control and punishment
• In the right circumstances, workers seek
responsibility
• Most employees have imagination and creativity that
may be used to help organisations achieve their
goals

14. Management by Objectives
 Peter Drucker published ‘The Practice of
Management,’ which included his theory of
Management by Objectives.

15. Drucker’s theory of Management
According to Drucker’s theory of management,
managers should;
 Identify and agree targets for achievement
with sub-ordinates
 Negotiate the support that will be required to
achieve these targets
 Evaluate over time the extent to which these
objectives are met

16. Advantages of MBO
 It can improve the communication within the
organisation as the target-setting and evaluation
process takes place
 Employees may be motivated by understanding what
they are trying to achieve, and how it helps the
business achieve its overall goal.
 MBO can highlight training needs for managers and
sub-ordinates, improving their performance and
productivity

17. Disadvantages of MBO
 Some employees may see the setting of targets as
threatening. A manager might set targets that the
subordinate considers unachievable
 All employees within the organisation must be
committed to the technique if it is to succeed and
benefit the business
 Modern businesses operate in a business
environment that changes rapidly. Objectives can
quickly become out of date.

18. Issues in Leadership
There are a number of
important factors
which influence the
day-to-day
leadership approach
used by managers

19. Team-based leadership
• Teamworking occurs when production is organised
into substantial units of work.
• Teamworking is common within organisations and
often companies delayering
• Businesses may assemble teams to solve problems
and propose new working methods
• A correct balance of people within the team is
essential

20. Team-based leadership
 Individuals must not only be multi-skilled, but their
skills and personalities must blend together and be
complimentary
 Successful teams need people with drive and
motivation, as well as people with administrative
skills to ensure all tasks are completed
Quality Circles: teams of employees drawn from all levels in
the organisation to solve operational problems

21. Problems with teams
 It is important for leaders to make sure that teams
are all pursuing the organisation’s objectives
 Teams may become too competitive
 Teams may become confident to their own success,
an unaware of changes taking place out side the
team. This may result in failure to meet targets

22. Single Status
 Team-based leadership may also require the
implementation of single status into the
workplace
 This leads to the removal of all barriers
distinguishing between different grades of
staff within the organisation

23. Under single status all employees
within an organisation…
 Use the same canteen and other facilities
 Work similar hours
 Are entitled to similar holiday arrangements
 Wear the same clothing
The only distinction remaining should be the level of
pay received by various grades of employees

24. Delegation and Consultation
Important elements of an individuals style of
leadership
Delegation: Managers give junior employees
the authority to carry out particular tasks
Consultation: occurs when managers ask for,
and take into account, views of subordinates

25. Advantages of Delegation
 Frees senior managers for other matters
 May breed a sense of responsibility and help
to motivate
 Controlling subordinates is expensive and
supervisors may be required
 Individuals may develop skills and careers

26. Disadvantages of Delegation
 Trusting subordinates can be risky and responsibility
remains with the senior manager
 Delegation may involve expensive training for
subordinates
 Once trust is given, it is impossible to remove it
without loss of face
 Some managers may be reluctant to use delegation
as they have to relinquish control