Review of Leadership and Management

Review of Leadership and Management 2012

This is a summary of concepts for you to review. Reading this alone is not sufficient study for the exam – this is just a checklist.

Competing Values Framework, Quinn et al

4 Schools of Management Thought , 20 specific competencies – 5 linked to each quadrant

1. Rational Goal Model – compete – $ - Taylor – Ford – production (external/control focus)

2. Internal process – control – Fayol – Bureaucracy, structure, processes (internal/control focus)

3. HR Model – collaborate – people focus - Maslow, Hawthorne Studies (internal/ flexibility focus)

4. Open Systems – create – orgs as systems, increasing complexity, awareness of environment – market, stakeholders (externa/flexibility focus)

4 quadrants - Internal/external; flexibility and control

Integrated Approach

• Competing Values – think of them as opposites – and/both – need to develop a range of competencies, suite of approaches – not one way of managing/leading

• Paradox – eg. Leader/managers need to both control and adapt; direct and consult

• Need to blend and balance the action imperatives – have a suite of skills, and be able to make appropriate judgments on what to do based on situation

Trait Theory

According to Trait Theory there are characteristics that distinguish leaders from non-leaders – suggests leaders are born, not made, however this has been debunked by other research, which suggests leadership can be developed (hence why we teach MBA!)

Nevertheless, some of these characteristics are useful to consider, say in recruiting to leadership roles:

• Personality traits – eg self-confident, warm, assertive;

• Motivational traits – tenacity, drive, work ethic;

• Cognitive traits (insight, creativity, knowledge of business)

Kouzes and Pozner – followers look for leaders who are competent, honest, forward looking, inspiring – these qualities build credibility, the cornerstone to effective...