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Developing Leadership and Management Skills

It is all about enhancing leadership and in order to know more regarding with the management skills.

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Shane Anne Molina
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56 views3 pages

Developing Leadership and Management Skills

It is all about enhancing leadership and in order to know more regarding with the management skills.

Uploaded by

Shane Anne Molina
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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DEVELOPING LEADERSHIP AND MANAGEMENT SKILLS

- Successful project managers are managers who practice both strong management skills and
effective leadership skills.

LEADERSHIP – can be described as the ability to persuade others willingly to behave differently. It
is the process of influencing people, getting them to do their best to achieve a desired result. It
involved developing and communicating a vision for the future, motivating people and securing
their engagement.

LEADERSHIP THEORIES – Leadership is a complicated notion and a number of theories have been
produced to explain it. These theories, as summarized below and described more fully later in
this section, have developed over the years and explore a number of different facets of
leadership behavior.

1. Trait Theory- defines leadership in terms of the traits (enduring characteristics of behavior)
that all leaders are said to possess.
2. Leadership Behavior Theory- The conclusion that trait theory was too vague, inconsistent
and generalized to help in understanding the process of leadership.
3. Contingent and situational theories – states that the type of leadership exercised depends to
a large extent on the situation and the ability of the leader to understand it and act
accordingly. The notion of situational leadership is an extension of contingency.
4. Path-goal theory- states that the leaders are there to define the path that 8 leading,
managing and developing fundamentals should be followed by their team in order to
achieve its goals.
5. Leader-member exchange theory- focuses on the two-way relationship between supervisors
and subordinates.
6. Emotional intelligence theory- emotional intelligence (the capacity of the leaders to
understand the emotional makeup of people in order to relate to them effectively), is a
critical ingredient in leadership.
7. Leadership brand- businesses are responsible for establishing a leadership brand as an
organizational capability by introducing and maintaining processes that help leaders to grow
and develop.

LEADERSHIP STYLES – is the approach managers use in exercising leadership when they are
relating to their team members. It is sometimes called management style. There are many
styles of leadership and no one style is necessarily better than the other in any situation. Yo
greater or lesser degrees, leaders can be autocratic or democratic, controlling, or enabling,
task orientated or people centered. The following six styles indicated when they might used
be:
1. Coercive
2. Authoritive
3. Affiliative
4. Democratic
5. Pacesetting
6. Coaching

TYPES OF LEADERS

1. Charismatic Leader- rely on their personality, their inspirational qualities and their aura to get
people to follow them.
2. Visionary Leader- inspired by a clear vision of an exciting future and inspire their followers by
successfully conveying that vision to them.
3. Transformational Leader- able by their force of personality to make significant changes in the
behavior of their followers in order to achieve the leader’s vision or goals.
4. Transactional Leader- trade money, jobs, and security for compliance.
5. Authentic Leader- more interested in empowering the people they lead to make a difference
than they are in power, money, or prestige for themselves.

QUALITIES OF GOOD LEADERS

 View things as a whole rather than compartmentalizing them


 Connect the parts through a guiding sense of purpose
 Are highly motivated to achieve excellence and are focused on organizational outcomes,
vision, and purpose.
 Understand they cannot create performance themselves but are conduits for performances
through their influence on others.
 Watch themselves carefully and act consistently to achieve excellence through their
interactions and their embodiment of the leadership role.

MANAGEMENT – can be described as getting things done through people by exercising leadership. This
definition emphasizes the importance of the leadership role but it should be remembered that managers
are also there to make effective use of the other resources available to them.

PURPOSE- Is to satisfy a range of stakeholders. In the private sector, this means making a profit and
creating value for shareholders, and producing and delivering valued products and services at a
reasonable cost for customers.

THE ROLE OF THE MANAGER- managers are there to get results by ensuring that their function, unit, or
department operates effectively. They manage people and their other resources, w/c includes time and
themselves. They are accountable for attaining goals, having been given authority over those working in
their unit or department.

STRATEGIC MANAGEMENT- is an approach management w/c involves taking a broad and longer term
view of where the business is going and managing activities in ways w/c ensure that this strategic thrust
is maintained.

STRATEGY- is a declaration of intent which sets out the approach selected to achieve defined goals in the
future. It was defined by Thompson and Strickland 26 Leading, managing, and developing fundamentals
(1996:20) as the pattern of actions managers employ to achieve organizational objectives.

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