BMA Chapter six

• Leadership


  The concept of leadership is a complex one
• Purpose of leadership


  • To achieve a specific goal
  • To change a bad situation into a good situation or even a better one
• Leadership


  • Leading happen if you choose to participate in it or not
  • Leadership is always positive
  • Leadership prevent us form making the same mistakes over and over
• What leadership is not

  • Leadership can only happen between people
  • Can cause influence
  • Not always positive
  • Can be excellent at influencing large group but caused a lot of harm
  • Leadership is not a quick fix
  • Leadership is not a paint-by-numbers system
  • Leadership is not something that can happen outside human interaction
  • Leadership is not the same every time regardless of context
  • Leadership is not always positive
  • Leadership is not always successful
  • Leadership is not only dependent upon influence and persuasion
  • Leadership is not the same as power
  • Leadership is not substitutable or exchangeable
• Definition of leadership


  A contextual situation where one person leads another person or group to some outcome, better or worse, but different than the present situation
• Components of leadership

  • One large circle with two smaller circles and a curved line within the large circle
• Leadership

  A contextual situation in which where one person leads another person or group to some outcome, better or worse, but different than the present situation
• Management


  The attainment of organisational goals in an effective and efficient manner achieved through planning, organising, staffing, directing, and controlling organisational resources
• Leadership theories versus leadership models

  • Contingency theory
  • The leadership continuum theory
  • Leadership substitute theory
  • Transformational leadership theory
  • Charismatic leadership theory
  • Cognitive resources theory
  • Complexity leadership theory
  • Team leadership theories
• Traits


  A type of super-characteristic that must be measurable, differ between individuals, display stability across space and time, and be able to forecast attitudes, decisions, behaviours, and outcomes
• Nature versus nurture


  Natural leaders can choose not to lead, while people who are not predisposed to leadership could find it in themselves to step up in a crisis and lead
• Traits linked with leadership

  • Optimism
  • Self-confidence
  • Honesty
  • Integrity
  • Drive
• Traits that will derail leadership

  • Abuse of power
  • Arrogance
  • Betrayal of trust
  • Being too ambitious and selfish
  • Incompetence
  • Inability to delegate
• Practical suggestions for communication

  • Oral
  • Written
  • Receiving feedback
  • Encourage questions from the team
  • Non-verbal communication
  • Ask questions
  • Ask to explain something back to you
• If the leader's concern for their own needs are low and their concern for their followers' needs are high


  You can expect passive leadership behaviour
• If the leader's concern for their own needs are high and their concern for their followers' needs are low


  You can expect aggressive behaviour
• If a leader's concern for their own needs are high and their concern for their followers' needs are high


  You can expect assertive leadership behaviour
• What to delegate


  • Memos, letters and reports
  • Scheduling and ordering
  • Technical matters
  • Tasks from which employees can grow
• What not to delegate

  • Personal and sensitive matters
  • Confidential activities
  • Crises
  • Tasks delegate to you personally by your superior
  • Employees' own problems
• General hints when leading


  • Make sure that there is a demand to lead
  • Be aware that there is more than one way to lead
  • Learn how to lead by doing
  • There is no general, encompassing theory of leadership, but understand the fundamentals
  • Lead close to your personality
  • The context for your leadership will change but try to change the context first before leading
  • Responsibility and commitment must be absolute
  • Be decisive but turn around before you run over the edge of a cliff
  • Do not write off management