Leadership and management

The encouragement of leadership in others

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

The ability to ignore personal interests for the sake of the organisation, the needs of
the employees and the greater good of the community

The training and experience of the workforce and the degree of responsibility that they
are prepared to take on

The amount of time available for consultation and participation

The management culture and business background of the managers, e.g. whether they
have always worked in an autocratically run organisation

Personality of managers – do they have the confidence and strength of character to
lead by persuading and motivating people

Autocratic leaders

Paternalistic leaders

Democratic leaders

Laissez-faire leadership

Situational leaders

Setting objectives and planning

Organising resources to meet the objectives

Directing and motivating staff

Coordinating activities

Controlling and measuring performance against targets

Interpersonal roles – dealing with and motivating staff at all levels of the organisation

Informational roles – acting as a source, receiver and transmitter of information

Decisional roles – taking decisions and allocating resources to meet the organisation’s objectives.

‘Management is a set of processes that keep an organisation functioning. They make it work today and make it hit this quarter’s numbers.

He considers it to be about aligning people
to the vision of the business which means communication, motivation and inspiration.

A desire to succeed and natural self-confidence that they will succeed

Ability to think beyond the obvious – to be creative – and to encourage others to do
the same

Incisive mind that enables the heart of an issue to be identified rather than
unnecessary details.