Leadership

Leadership

Leadership can be defined and interpreted in many different ways. “but essentially it is a relationship through which one person influences the behaviour or actions of other people” (Mullins, 2010, pg.373)

Forrest and Tolltree (1996) believe that a manager’s role is to plan, control, co-ordinate, implement policy and achieve results. Whereas a leader’s role is to motivate, generate ideas, enthuse and inspire.

There are many subtle differences between a leader and a manager and in the table below I have outlined the most obvious differences.

Manager	Leader
Formal	Informal
Make decisions	Part of team
Meet targets	Involved
Responsibility	Motivates
Good listener	Inspires
Trust	Communicate
Oversee	Respect

Blake and Mouton Managerial Grid

Blake and Mouton came up with the managerial grid in the 1960’s. It focuses on two behavioural dimensions: concern for people and concern for production.

Using these two dimensions they created the managerial grid and were able to come up with five leadership styles. 

Country club leadership: This type of leadership is concerned with the needs and feelings of members of staff. (Mind tools online, 1996) The importance of people comes above the importance of production. The leader feels that such treatment will lead to self-motivation, however sometimes low focus can hamper production. (Management study guide online, 1998)

Produce or Perish leadership: This style of leadership is very autocratic and is focused on production. (Mind Tools) 1996 suggests employee needs are always secondary to the need for efficient and productive workplaces and that punishment is the effective means to motivate employees.

Impoverished leadership: These leaders are often referred to as ineffective. (Management 

study guide) 1998 explains that these leaders have low concern for employees and work deadlines. They are merely concerned with keeping their jobs and seniority.

Middle of the road leadership: This style of the leadership uses compromise to try and create a balance between people and production. However (Mind Tools) 1996 suggest this is part of the problem as neither production nor people needs are fully met. People who use this style of leadership settle for average performance.

Team Leadership: Management study guide (1998) believes this style is based on McGregor’s Y theory and has been termed as the most effective style by Blake and Mouton. Empowerment, commitment, trust and respect are the key elements in creating a team atmosphere which automatically results in motivated staff and high levels of production.

When I worked for Barclays in Thame as a cashier, my manager was very good at making me part of the team and helping me fit in. The team trusted and respected one another as well as the leader. As a result of this the team were motivated and we produced good sales for the branch and less till errors as a result. However if there was a down day, you always felt there was someone to talk to and support you. After working in five different branches on different occasions whilst working for Barclays, I am still friends with and often see members of staff from the Thame branch and none of the other branches. I believe this shows that the team atmosphere that was created and the management that was in place had a positive effect on all of the staff.  

Adolf Hitler

When asked to think of a leader, Adolf Hitler is the first person that comes to mind. In my opinion Adolf Hitler is a strong leader because of the way he led people to complete many different tasks.

I think he is a perfect example of produce/poverish leadership. This is because he was very focused on the task in hand and thought the people working for him were just a means to an end. However people still followed him as they believed they would be severely punished if they were to disobey. It shows that this sort of leadership is effective although some changes have obviously been made to the way he did things to suit the society of today.

In conclusion it is clear that there are obvious differences between a manager and a leader, however motivated staff and high production levels are most easily achieved using both. Blake and Mouton’s grid shows an outline of the different leadership styles which are often used, some effective and others ineffective. Although team leadership is preferred, depending on the situation or decision that has to be made, sometimes and autocratic approach may be better suited. A manager or leader must be able to adapt to the different situations that they face.

Bibliography

Adolf Hitler Interesting Facts [online] Available from: http://adolfhitlerinterestingfacts.com/ [Accessed 14/1/2011]

Mind Tools (1996) [online] Available from: http://www.mindtools.com/pages/article/newLDR_73.htm [Accessed 14/1/2011]

Management Study Guide (1998) [online] Available from:

http://www.managementstudyguide.com/blake-mouton-managerial-grid.htm [Accessed 14/1/2011]


Mullins, L (2010) Management & organisational behaviour. 9^th ed. Essex: Pitman Imprint