Effective leaders often possess a blend of self-confidence and a strong desire to succeed, coupled with the ability to discern key issues without getting bogged down by extraneous details.
Incisive mind that enables the heart of an issue to be identified rather than
unnecessary details.
Ability to think beyond the obvious – to be creative – and to encourage others to do
the same
A desire to succeed and natural self-confidence that they will succeed
The differences between management
and leadership
He considers it to be about aligning people
to the vision of the business which means communication, motivation and inspiration.
‘Management is a set of processes that keep an organisation functioning. They make it work today and make it hit this quarter’s numbers.
Mintzberg's management roles
Decisional roles – taking decisions and allocating resources to meet the organisation’s objectives.
Informational roles – acting as a source, receiver and transmitter of information
Interpersonal roles – dealing with and motivating staff at all levels of the organisation
The functions of management
Controlling and measuring performance against targets
Coordinating activities
Directing and motivating staff
Organising resources to meet the objectives
Setting objectives and planning
Leaderships styles
Situational leaders
Laissez-faire leadership
Democratic leaders
Paternalistic leaders
Autocratic leaders
Effectiveness of leaderships styles
Personality of managers – do they have the confidence and strength of character to
lead by persuading and motivating people
The management culture and business background of the managers, e.g. whether they
have always worked in an autocratically run organisation
The amount of time available for consultation and participation
The training and experience of the workforce and the degree of responsibility that they
are prepared to take on
Ethical considerations and
leadership styles
The ability to ignore personal interests for the sake of the organisation, the needs of
the employees and the greater good of the community
A willingness to encourage and consider seriously feedback, opinions different from
the manager’s own, and challenges to the manager’s ideas and proposed decisions
