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Please follow the marking rubric and provide 1 copy by Monday so that i could get feedback.I am attaching some files as helping material please go thorugh it that could be helpful nzdb6210_applied_leadership_and_management_ppt_6__week_8.pptx nzdb6210_applied_leadership_and_management_ppt_5__week_7.pptx Unformatted Attachment Preview NZDB 6210 Applied Leadership and Management Learning Outcomes Learning Outcome 1 • Manage and lead people to enable them to achieve personal and business entity’s goals. Learning Outcome 2 • Engage stakeholders including employees/team members to efficiently and effectively achieve the business entity’s goals. Key Elements a) Information is researched, evaluated and communicated to stakeholders during the leadership and management of people in accordance with the business entity’s requirements. Recap from last week • Leadership theories and styles Homework reading feedback and discussion • Leadership theory past, present and future Leadership framework A set of principles defining what managers must know and must do. The leadership framework: • incorporates practices essential for managers at all levels, from frontline managers to middle management and executives. • addresses leadership in a holistic manner at the individual, team and organisational levels. • defines the requirements for leadership and sets practical and consistent standards expected of managers. • provides a toolkit of principles that managers and teams can quickly use to address day-to-day challenges. • simplifies leadership as something everyone can understand and contribute towards. Key elements for effective leadership • Leading people • Leading yourself • Leading the organisation Leading people 1. Provide a safe working environment 2. Create effective roles and fill them with good people 3. Effectively assign and assess work 4. Develop team capability 5. Recognise and reward work 6. Build teamwork 7. Enable continuous improvement and lead change Leading yourself 1. Understand your role 2. Understand and respect the role of other 3. Manage relationships 4. Develop important managerial leadership skills & behaviours 5. Apply the framework Leading the organisation 1. Implement business strategy 2. Design the organisation 3. Design & maintain productive systems of work 4. Enable systemic trust & fairness 5. Build workforce capability 6. Manage strategic relationships Research - Task 1 Work in pairs Research on the following leaders and discuss their leadership styles: • Indra Nooyi • Mahatma Gandhi • Donald Trump • Jacinda Ardern • Richard Bransen • Present your findings to rest of the class. Task 2 • Suppose you are the CEO of a medium size company which produces confectionary. • Your company is going to expand in the international market. • You have to address your staff at the annual function. • Prepare a speech for 2-5 mins where your main purpose is to motivate your staff. • Deliver the speech to your classmates. References • https://www.theleadershipframework.com.au/the-leadershipframework.html • Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976. NZDB 6210 Applied Leadership and Management Learning Outcomes Learning Outcome 1 • Manage and lead people to enable them to achieve personal and business entity’s goals. Key Elements c) Knowledge of the business is applied to lead and manage people for efficient and effective performance of the business entity. • Knowledge of leadership frameworks and approaches; • Relevant knowledge of operations, accounting, sales and marketing, human resources, risk management is applied in the leadership and management of people. Recap from last week • Performance management systems • Aligning of performance management with organisation’s vision and mission • Role of a manager in performance management Leadership Leadership is influencing people so that they will strive willingly towards the achievement of group goals. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential. Prof. Warren Bennis • In most cases, people will perform at about 60\% of their potential with no leadership at all • Thus, an additional 40\% can be realized if effective leadership is available Discussion In pairs • Discuss examples you have come across of strong and weak leadership • You can use examples from employment, academic studies or participation in sports clubs and societies Early Leadership Theories Great Man Theories • Leaders are exceptional people, born with innate qualities, destined to lead • Term man was intentional - concept was primarily male, military and Western Trait Theories • Research on traits or qualities associated with leadership are numerous • Traits are hard to measure. For example, how do we measure honesty or integrity? Modern Leadership Theories Functional Theories (John Adair, Action Centred Leadership, 1970) Leader is concerned with the interaction of 3 areas: • Task – goal setting, methods and process • Team – effective interaction/communication, clarify roles, team morale • Individual – attention to behaviour, feelings, coaching, CPD Modern Leadership Theories Cont. Behaviourist Theories (Blake and Mouton, Managerial grid, 1964) • Leaders behaviour and actions, rather than their traits and skills e.g. production orientated or people orientated • Different leadership behaviours categorised as ‘leadership styles’ e.g. autocratic, persuasive, consultative, democratic • Doesn’t provide guide to effective leadership in different situations Modern Leadership Theories Cont. Situational/contingency Leadership (Hersey-Blanchard, 1970/80) Leadership style changes according to the situation‘ and in response to the individuals being managed – their competency and motivation Competency Low competence Some competence High competence High competence Variable Unable and unwilling commitment/ or insecure Unable but willing or motivated Variable commitment/ Able but unwilling or insecure High commitment/ DIRECTIVE COACHING SUPPORTIVE DELEGATORY (Telling) (Selling) (Participating) (Observing) Low commitment/ Motivation Leadership style Able and willing or motivated Modern Leadership Theories Cont. Transformational Theory (Bass and Avolio, 1994) • Leaders inspire individuals, develop trust, and encourage creativity and personal growth • Individuals develop a sense of purpose to benefit the group, organisation or society. This goes beyond their own selfinterests and an exchange of rewards or recognition for effort or loyalty. Leadership Traits • • • • • • • • • • • • • Adaptable to situations Alert to social environment Ambitious and achievement orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility Stogdill, 1974 Leadership Skills • Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about group task • Organised (administrative ability) • Persuasive • Socially skilled Stogdill, 1974 Other Leadership Attributes • Integrity • Honesty • Compassion • Humility The 2 dimensions of management and leadership 1. Economic or productivity-based ▪ ▪ “concern for production” Initiating structure (get it done) 2. Employee condition and morale ▪ ▪ “concern for people” Consideration (human condition) Dimensions of leadership X X X Consideration X X Initiating structure Leadership Styles 9 Benevolent Leader (Y) Team Leader (Z) concern for people Laissez-faire Leader (L) 1 Autocratic Leader (X) concern for production → 9 Theory “L”: Laissez-faire leader • Uninvolved - “leave them alone” • Sees main role as passer of information • Lets others make decisions • Basically abdicates responsibility for team or unit Theory “X”: Autocratic leader • Lacks flexibility • Controlling and demanding • “carrot and stick” approach • Focused solely on productivity Theory “Y”: Benevolent leader • Very people oriented; encouraging • Organizes around people • Can be paternalistic • “country club” atmosphere: non-competitive Theory “Z”: Team leader • Balances production and people issues • Builds a working team of employees • Team approach: involves subordinates • Organization is a vehicle for carrying out plans Which style of leadership works best? • Team Leader (Z) has proven to be the most effective in general (9,9) • Requires a “balancing act” of getting things done and having a genuine concern for people • Certain special situations may require other styles (i.e. making the atom bomb, compliance requirements) Results of leadership styles 1. Theory L: “missing management” ▪ Very low productivity 2. Theory X: “my way or the highway” ▪ Job stress; low satisfaction; unions form 3. Theory Y: “country club” ▪ Low achievement; good people leave 4. Theory Z: “good manager” ▪ High productivity, cooperation, low turnover, employee commitment Origins of leadership Are leaders born or made? • BOTH. Evidence that both inherent personality and environment are factors ◼What kind of leader would you be? References • Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976. ... Purchase answer to see full attachment