L&M

• Leadership is the act of influencing and motivating a group of people to act in the same direction towards achieving a common goal.
• Management is the process of leading and directing an organization to meet its goals through the use of appropriate resources.
• Leadership and management do not have delegated authority but obtain their power through other means, such as influence.
• Leadership and management focus on group process, information gathering, feedback, and empowering others.
• Leadership and management emphasize control, decision making, decision analysis, and results.
• Leadership and management have goals that may or may not reflect those of the organization.
• Leadership and management have greater formal responsibility and accountability for rationality and control than leaders.
• Frederick W. Taylor, known as the “father of scientific management”, had four overriding principles: traditional “rule of thumb” means of organizing work must be replaced with scientific methods, a scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities, workers should be able to view how they “fit” into the organization and how they contribute to overall organizational productivity, and the relationship between managers and workers should be cooperative and interdependent, and the work should be sha
• Theory of Social and Economic Organization Bureaucracy posits the need for legalized, formal authority and consistent rules and regulations for personnel in different positions.
• Henri Fayol (1925) identified the management functions of planning, organization, command, coordination, and control.
• Luther Gulick (1937) expanded on Fayol’s management functions in his introduction of the “Seven Activities of Management” - planning, organizing, staffing, directing, coordinating, reporting, and budgeting.
• Mary Parker Follett (1926) was one of the first theorists to suggest participative decision making or participative management.
• Managers should have authority with, rather than over, employees, according to Elton Mayo and his Harvard associates (1927-1932).
• The Hawthorne effect indicates that people respond to the fact that they are being studied, attempting to increase whatever behavior.
• Douglas McGregor (1960), Theory X and Theory Y, posited that managerial attitudes about employees can be directly correlated with employee satisfaction.
• Burns (2003), suggest that both leaders and followers have the ability to raise each other to higher levels of motivation and morality.
• Chris Argyris (1964), managerial domination causes workers to become discouraged and passive.
• Tridimensional leadership effectiveness model predicts which leadership style is most appropriate in each situation on the basis of the level of the followers’ maturity.
• If self-esteem and independence needs are not met, employees will become discouraged and troublesome or may leave the organization.
• Fiedler’s (1967), Contingency Approach, suggests that no one leadership style is ideal for every situation.
• Hersey and Blanchard (1977), developed a Situational Approach to leadership.
• Kouzes and Posner’s Five Practices for Exemplary Leadership.
• The Great Man Theory, from Aristotelian philosophy, asserts that some people are born to lead, whereas others are born to be led.
• Democratic Leader exhibits the following behaviors: Less control is maintained, economic and ego awards are used to motivate, others are directed through suggestions and guidance, communication flows up and down, decision making involves others, emphasis is on “we” rather than “I” and “you”, criticism is constructive.
• Theory Y managers believe that their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals.
• Great leaders will arise when the situation demands it.
• There are two primary types of leaders in management: The traditional manager, concerned with the day-to-day operations, was termed a transactional leader, and The manager who is committed, has a vision, and is able to empower others with this vision was termed a transformational leader.
• Gardner (1990) asserted that integrated leader-managers possess six distinguishing traits:
• Authoritarian Leader characterized by the following behaviors: Strong control is maintained over the work group, others are motivated by coercion, others are directed with commands, communication flows downward, decision making does not involve others, emphasis is on difference in status (“I” and “you”), criticism is punitive.
• Theory X managers believe that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs.
• Trait Theories assume that some people have certain characteristics or personality traits that make them better leaders than others.
• Laissez-faire Leader characterized by the following behaviors: Is permissive, with little or no control, motivates by support when requested by the group, provides little or no direction, uses upward and downward communication between members of the group, disperses decision making throughout the group, places emphasis on the group, does not criticize.