Leadership is defined as ' a relationship through which one person influences the behaviour or actions of other people' (Mullins 2007). A leader within a business will work with employees on a close scale, have a working relationship with the employees and ultimately have the ability to influence what they do leading them in their work and motivating them. Leaders need to have a number of different skills to make this possible as without such skills they will not be able to motivate, encourage people to work and improve sectors.
How is this different to Management?
Management with in a business can be seen as 'The structures and processes involved in directing an organisation towards the achievement of it objective' (Worthington & Britton 2009). This is different to leadership as a manager is a person who is there to get what they need done whether that means by exerting force on employees or granting them flexibility and freedom to complete the work. Compared to a leader a manager can be seen as a middle man between the different levels of the business who implement policy.
The Big Jigsaw Puzzle
Alan Cutler came up with a leadership model called the Jigsaw Puzzle. He states that there is no such thing as the perfect leader, leaders are human after all. However, that is not to say that people who hold leadership positions should not continually seek to improve their leadership skills. In order to measure a managers leadership capabilities we need to identify what are the essential qualities of an effective leader. Cutler said:
- A leader is Visionary- A leader sets Example
- A leader understands what Motivates each member
- A leader builds supportive Relationships
- A leader empowers others to reach their Potential
- A leader understands the power of Communications
These are the six components that each leader must work hard at continually and consistently apply and most importantly demonstrate in all he or she does. Unless the six pieces are in place, the leader will not achieve his or her potential, nor will those looking to following their leader. No one aspiring to lead a high-performing team can do so if they are ' one piece of the short of the jigsaw'. (Mullins 2008) says that cutler believes that leadership is not such a difficult role if condensed to these essential elements and has devised a set of questions to help leaders to find out if they have all the necessary pieces of the jigsaw.
Another theory i looked at was the Ashridge Study:
Ashridge Studies identified four broad management styles and they were: Tells, Sells, Consults and Joins.
- Tells is when the manager makes all the decisions and issues instructions which must be obeyed without question.
- Sells is when the manager makes all the decisions but explains them to subordinates, and attempts to motivate subordinates to carry them out willingly.
- Consults is when the manager confers with subordinates and takes their views and feelings into account, but remains the right to make the final decisions.
- Joins is when the leader and follower make the decisions together, on the basis of consensus or compromise and agreement.
Types of Leadership Style's
(Chemers, 1997) said 'Somewhere between the broad personality trait and the specific behaviour sits the "leadership style". Styles reflect relatively stable patterns of response to social situations. For a brief period, leadership research focused on the possibility that these styles might be better explanatory constructs than personality traits had be proven'.
(Kurt Lewin, 1938) came up with these three types of leadership styles:
(Chemers, 1997) said 'Somewhere between the broad personality trait and the specific behaviour sits the "leadership style". Styles reflect relatively stable patterns of response to social situations. For a brief period, leadership research focused on the possibility that these styles might be better explanatory constructs than personality traits had be proven'.
(Kurt Lewin, 1938) came up with these three types of leadership styles:
Autocratic Leaders make decisions without consulting their teams. This is considered appropriate when decisions genuinely need to be taken quickly, when there's no need for input, and when team agreement isn't necessary for a successful outcome. The British Military is a prime example of this as they enforce autocratic leadership throughout their rank structure.
Democratic Leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This type of style is important when team agreement matters, but it can be quite difficult to manage when there are lots of different perspectives and ideas. An example of a democratic leader is President John F. Kennedy but he was also a charismatic leader as well.
Laissez-faire Leaders don't interfere; they allow people within the team to make many decisions. This works well when the team is highly capable and motivated, and when it doesn't need close monitoring or supervision. However, this style can arise because the leader is lazy or distracted and then this approach can fail. A good example of this is the Danish Government, the Danish can smoke marijuana and are allowed open prostitution and other things that other democratic and autocratic governments could not do.
Linking Example with Theory
One leading from history that has shown an obvious strong autocratic leadership streak (although not used positively) was Russia's Joseph Stalin. He used his unique skills advancing from the role of general sectary in the Bolshevik party and being generally unknown to a incredibly strong leader known worldwide. By using his skills Stalin won over support by performing speeches to the public and bombarding streets with propaganda promoting communism and a 'better life' under it. He also made sure he looked at all the different social classes and groups within Russia from the peasants to the rich promising them each something they wanted.
Another example of autocratic leadership is the British Army (organisational example). This style, though many ways flawed, works oftentimes due to the culture of the military. Often if people are given choices, freedom and flexibility in the Army, they do not know what to do with it. Further, many people in subordinate positions disdain any ambiguity due to fear of failure or disappointment. They feel that it is easiest, and therefore best if they they are told exactly what to do, when and how to do it.
Conclusion
Management and leadership play a very close role within businesses and need to have a good working environment to make sure that work is completed and employees remain motivated and happy and ultimately produce more work. Although they have a lot of difference not just with their environments but also with their personalities. but more changes have been happening at present therefore emphasis of leadership and management are still transforming and illustrations such as the Jigsaw can be used to identify and evaluate framework for patterns of behavior and leadership styles.
Linking Example with Theory
One leading from history that has shown an obvious strong autocratic leadership streak (although not used positively) was Russia's Joseph Stalin. He used his unique skills advancing from the role of general sectary in the Bolshevik party and being generally unknown to a incredibly strong leader known worldwide. By using his skills Stalin won over support by performing speeches to the public and bombarding streets with propaganda promoting communism and a 'better life' under it. He also made sure he looked at all the different social classes and groups within Russia from the peasants to the rich promising them each something they wanted.
Another example of autocratic leadership is the British Army (organisational example). This style, though many ways flawed, works oftentimes due to the culture of the military. Often if people are given choices, freedom and flexibility in the Army, they do not know what to do with it. Further, many people in subordinate positions disdain any ambiguity due to fear of failure or disappointment. They feel that it is easiest, and therefore best if they they are told exactly what to do, when and how to do it.
Conclusion
Management and leadership play a very close role within businesses and need to have a good working environment to make sure that work is completed and employees remain motivated and happy and ultimately produce more work. Although they have a lot of difference not just with their environments but also with their personalities. but more changes have been happening at present therefore emphasis of leadership and management are still transforming and illustrations such as the Jigsaw can be used to identify and evaluate framework for patterns of behavior and leadership styles.
Bibliography:
Chemers, M, M. (1997) A Integrative Theory of Leadership. Pg 21
Mullins, L. (2007) Management and Organisational Behaviour. Eighth Edition. Essex: Pearson Education Limited.
Mullins, L. (2008) Essentials of Organisational Behaviour. Second Edition. Financial Times: Prentice Hall. Pg. 289
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