Leadership

Leadership
What is Leadership?
A leader is a person who gives direction by guiding people

towards achieving goals.
Leaders delegate tasks and responsibilities to others to
involve them, share the workload and reduce stress.
Leaders coordinate the efforts of all staff to ensure that
harmony and common goals are achieved.
Leaders motivate staff by being aware of the factors that
entice workers to be more productive.
Leadership involves…
Direction
Delegation
Coordinating
Motivating
Adaptability
Time-management
Conflict resolution
 Problem-solving
Listening
The three types of leader are:
Autocratic
Democratic
Laissez-faire
Autocratic Leader
Gives plenty of direction as they always tell people what to
do.
They do not delegate well as they think that they can do
things best.
They communicate mostly downwards.
Motivate by fear.
Worker morale may be low under this type of leader.
Example: Hitler
Democratic Leader
Gives good direction as they guide people towards a

common goal.
Will delegate work to ensure all are involved and
included.
Communicates both downward and upward, listens to
suggestions and feedback from employees, and acts
accordingly.
Motivates by encouraging and including all staff.
Worker morale will be high as they feel valued.
Example: Barak Obama
Laissez-Faire Leader
Also called as Hands-off approach.

Does not give much direction.
Delegates a lot of tasks and responsibilities.
Communicates both upward & downward.
Motivates by giving freedom to workers.
Worker morale may be high or low.
Example: Richard Branson.
Managerial Grid Model
Developed by
Robert R. Blake
and Jane S.
Mouton in the
1960s
Delegation
Is assigning responsibility and authority to another person in

order to carry out a task.
A manager should ensure that this person has the skills,
competence and resources necessary to complete the task
within a stated deadline.
However the ultimate responsibility rests with the manager.
Motivation
Motivation
Is a management skill that involves persuading people to

act in a certain way.
It involves being aware of the factors that lead people to act
in a certain way.
Theories of motivation include:
McGregors Theory X and Throry Y
Maslows Hierarchy of Needs.
McGregors Theory X and Y
Douglas McGregor wrote the book “The Human Side of

Enterprise” in 1960.
He examined individuals’ behaviour at work.
From this he formulated two models of management,
Theory X and Theory Y
Theory X
Assumes that people are lazy and don’t like work and are
motivated by money.
Therefore people have to be forced to work.
Managers need to be controlling and motivate by threats and
fear.
The leadership style used by managers will be autocratic.
Theory Y
Assumes that people seek fulfillment through work and are

willing to work hard.
Workers do not need to be controlled.
The management motivate by encouragement and
inclusion.
The leadership style used is democratic or free-rein.
Evaluation of McGregor’s Theory X and Theory Y
I think that a knowledge of McGregor’s theory of motivation

is useful for managers. The type of management style used
depends on:
Workers attitudes
 Good worker = Theory Y
 Lazy worker = Theory X
Type of work they are doing
 Skilled = Theory Y
 Unskiled = Theory X
Therefore managers need to be aware of which style best suits

the situation.
Sample Exam Question: 2009 Q 4 (b)
Q: Analyse the implications for a business of a manager
adopting the Theory X approach to managing.
A: Theory X manager:
Assumes that people are lazy and don’t like work and
are motivated by money.
Therefore people have to be forced to work.
Managers need to be controlling and motivate by
threats and fear.
The leadership style used will be autocratic.
Sample Exam Question: 2009 Q 4 (b)
Implications of Theory X manager:

Controlling manager, may lead to conflict.
Little trust, employee initiative stifled.
No consultation leading to poor morale and productivity.
Little delegation leads to poor training of future managers.
Maslow’s Hierarchy of Needs
Abraham Maslow wrote many psychology books in the
1940s and 1950s.
He believed that people’s behavior can be influenced by
motivating them to meet their unsatisfied needs.
Maslow’s Hierarchy of Needs states that:
There are FIVE needs.
The must be satisfied in a certain order.
Challenge,
promotion, courses
Performance
appraisal, job
title
Friends,
teamwork
Contract,tenure
Job, food,
water, shelter
Evaluation of Maslow’s Hierarchy of
Needs
I think that a knowledge Maslow’s Hierarchy of Needs is very

useful to managers.
However they must know what level each person is on in order

to satisfy needs in correct order, e.g. there is no point in trying
to motivate a person on minimum wage by praise, they need
more money first.
Benefits of motivation
Higher morale
Better productivity
Less absenteeism
Less conflict, better industrial relations
Better communication and trust
Spirit of intrapreneurship

Leadership

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Leadership

A leader is a person who gives direction by guiding people

Gives good direction as they guide people towards a

Also called as Hands-off approach.

Is assigning responsibility and authority to another person in

Is a management skill that involves persuading people to

Douglas McGregor wrote the book “The Human Side of

Assumes that people seek fulfillment through work and are

I think that a knowledge of McGregor’s theory of motivation

Therefore managers need to be aware of which style best suits

Implications of Theory X manager:

I think that a knowledge Maslow’s Hierarchy of Needs is very

However they must know what level each person is on in order

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