Effective Team and Performance Management

Transcription

1 Effective Team and Performance Management MOD Sem Week 7 Leadership & Management Dr Caroline Rook

2 Last week

3 At the end of the session you should be able to: 1. Identify the key features of leadership and its relationship to teamwork 2. Evaluate leadership styles using practical case study examples 3. Differentiate between leadership & management

4 What are features of leadership? Leadership is a process of influence towards goal attainment that occurs in a social context. (Northouse, 2004) Differing philosophical perspectives (Grint 2001; 2005) Leadership as a person Leadership as results Leadership as a position Leadership as a process Leadership and morality

5 Do we need leadership? Factors that reduce leadership importance include: Follower characteristics Job characteristics Organisational characteristics

6 Leaders (?)

7 The main theoretical perspectives Traits/qualities WHO leads? Styles/behaviours what do they DO? Situational/contingency what is the role of CONTEXT? Leader-follower what is the role of FOLLOWERS? Transformational/charismatic/authentic why do people FOLLOW? Distributed/shared what is the PROCESS of leadership?

8 Management versus Leadership Most U.S. Corporations today are over-managed and under-led No one yet has figured out how to manage people effectively into battle; they must be led. (Kotter, 1990)

9 Management versus Leadership Management ensures plan accomplishment by controlling - problem solving and monitoring results. But for Leadership, achieving a vision requires motivating and inspiring- keeping people moving in the right direction despite major obstacles to change. (Kotter, 1990) Samer Mashlah

10 At the end of the session you should be able to: 1. Identify the key features of leadership and its relationship to teamwork 2. Evaluate leadership styles using practical case study examples 3. Differentiate between leadership & management

11 Read the following for next week and answer the following questions Huusko, L. (2007), Teams as substitutes for leadership Team performance management, Vol 13, 7/8. pp What is the importance of leadership in terms of team work? 2. Why are different styles of leadership needed for different teams? 3. Identify whether teams can really substitute leaders

12 References Team Leadership Gil, Fransisco et al 2005 Change oriented leadership, satisfaction and performance in work groups: Effects of team climate and group potency, Journal of Managerial Psychology, vol.20, No. 3-4: Carson, Jay. B., Tesluk, Paul E., and Marrone, Jennifer. A Shared Leadership in Teams: An investigation of antecedent conditions and performance, Academy of Management Journal, Vol. 50, No. 5: Neal, Andrew,. West, Michael. A., and Patterson, Malcolm. G Do Organizational Climate and Competitive Strategy Moderate the Relationship between Human Resource Management and Productivity?, Journal of Management, Vol. 31: 492.

13 References Leadership Landscape A.G. Sheard, A.P. Kakabadse, 2002 "Key roles of the leadership landscape", Journal of Managerial Psychology, Vol. 17 Iss: 2, pp A.G. Sheard, A.P. Kakabadse, 2004 "A process perspective on leadership and team development", Journal of Management Development, Vol. 23 Iss: 1, pp Bucic, T. Robinson,L. and Ramburuth, P Effects of leadership style on team learning. Journal of workplace learning. 22(4): Buchanan, D.A. and Hucyznski, A.A. 2010, Organizational Behaviour. 7 th Ed, Essex: Prentice Hall. Jackson, B. and Parry, K. 2011, A very short, fairly interesting and reasonably cheap book about studying leadership, London: Sage. Kelley, R. 1992, The power of followership: how to create leaders people want to follow and followers who lead themselves, New York: Doubleday. Kotter, J., 1990, What leaders really do, Harvard Business Review, 68(3), pp Levy, L. 2004, The call for leadership, University of Auckand Business Review, 6(1): 1-8. Northouse, P. G., 2003, Leadership: Theory and Practice, London: Sage Grint, K., 2005, Leadership: Classical, Contemporary, and Critical Approaches (Oxford Management Readers), Oxford: Oxford University Press.