1.

BE400 Lecture 4: Managing leading, coaching and motivating

2.
Think about the difference between management and leadership. Key
features. Themes in organisational behaviour.
Theme - People management in organisations.
What is the difference between management and leadership?
What are the key features of management?
What are the key features of leadership?
Is a manager always a leader?
Can you be a leader in the workplace without being a manager?
Studying at uni.
Reflect on difference from school/college.
Conflict - in text book this is under Teams and Groups. Clegg - general
issue.
Theories applied to leadership.
Historical progression.
New perspectives on leadership.
Vision, coaching and Mentoring and Motivation
Time - Balance between lectures, classes and personal study.
Personal study should be taking up a large proportion of time including
group presentation, preparation for exams.
Making the most of learning materials
Making the most of lectures, materials, classes. Overlap between
lecture and text book - not precisely the same. L. can't cover all the
material that's in the text book in 2 hours.

L. has been selective - has selected material from the text book he
thinks will be most useful.
At times L. will give more explanation about particular topics he thinks
are relevant e.g. Groupthink.
Preparation for lecture - seeing what topics will be covered, then reflect
on your notes. Aim to pull everything together into one narrative - text
book, lecture, notes, moodle
so you have your own understanding of the material.
Personal study
Second and third years - You will be more independent.
Won't be so much guidance on personal study e.g. last week 4 items of
personal study. Useful for group project, exams, preparation for class.
SQR...method Ch 4 Clegg - Survey, Question..
So you'll be better prepared and you may have question which L. might
answer in the course of the lecture.

Conflict
Conflict - in the chapter on Teams and Groups
Can we avoid conflict?
Two main understanding of whether we can avoid conflict.
The unitarist approach would say conflict is abhorrent and available.
Conflict is a symptom of poor management and it's up to managers to
avoid conflict.

The pluralist approach would say it's inevitable. There will always be
competition for resourcs, differences where there are ambitions
Different points of view
Inevitable - part of the natural balance of power in organisations.
Conflict helps to redistribute power more equitably. Conflict can be
interpreted as positive or negative.
Conflict could be functional - resolves something or dysfunctional doesn't get resolved.
Misunderstandings - if someone fails to say hello you understand that
as they've fallen out with you but they might be nervous about
something.
Dishonesty - people can lie or tell half-truths. Gossip about others.
Negligence - poor organisational skills or social loafing - working
behaviour leads to conflict.
A manager might forget about holiday - negligent management.
INtention - conflict could be intentional - seeking to provoke a particular
member into walking out.
Exclusive investment in ones own values and beliefs -= one's own
values impact the potential for conflict - politics, religion, sport (football
team). Lack of tolerance. If you are not able to tolerate people's values
could be conflict arising. Values are really important in leadership
culture and future of management generally.
Boundaries - overstepping others.
Rewriting a report that belongs to another.
Mishandling conflict - can lead to escalation.
Hidden agendas - can very often be connected to values. Someone
wanting to get on the right side of the boss.

Conflict Functional and Dysfunctional

Conflict can be creative (Beatles - relationship, disagreements resulted
in a creative output of music).
In a workplace, can have creative disagreements between people.
In general want conflict to be functional rather than dysfunctional.
The problem is solved. People move on, grow as a person having
experienced this conflict.
People actively want to become part of the solution and feel a closer
bond after the conflict.
Unitarist point of view would always want conflict to be functional.
Pluralist - sometimes conflict can be dysfunctional where the problem
continues to exist
and fester.
People are diverted from the team cohesion and morale are
destroyed. Typically us vs. them. In group vs. out group.
Conflict in (and between) work teams
In the workplace - individual differences in theory can lead to more
creative cohesion but just as often can lead to personality clashes that
can impact on the rest of the team.
A typical source of conflict especially outside - across different teams is
the allocation of resources - who gets most money.
Incentives - a typical way of allocating resources. Incentives - resource
allocation to a team. Easy for managers to allocate these incentives on
an individual basis, even when you've got a team doing the work.
Reward systems go against the notion of team incentives.

Team-based incentives do work when:

teams are clearly identified as a units, with clear targets, autonomy
between teams.
Interdependence. Incentives for each member of the team to help the
others do the best they can.
Conflict Resolution
Way of analysing approaches.
How is conflict likely to be resolved to do with the individual's
concerned.
Aiming for co-operative and assertive parties working together aiming
for a collaborative solution to the problem.
Where on party is non-assertive (not stating what they want) if they are
unco-operative you end up neglecting the issue in hand.
If they are co-operative but not asserting strongly what they want they
will end up accommodating the stronger party's point of view.
(Dominating.)
Compromising - where parties give and take.

Conflict management styles

Win-win - high concern for self and others.

Accommodating leads to a lose-win outcome when others' interests are

valued
above ones own.
Avoiding Usually leads to lose-lose. Low concern for self and others
and so withdrawal, side-stepping to avoid difficult
conversations
Forcing Seeking a win-lose. Needs of the other party are ignored or
down-played while keeping ones own interests central
Theories of Leadership
Three main theories of leadership:
- Trait
- Behaviour
- Contingency
What is leadership?
Dictionary definition of what leadership involves
- Directing, Controlling, Motivating, Inspiring
Folklore of management - theory that directing and controlling
leadership is not divorced from management.
Mintzberg - (people skills) inspiring and motivating others towards
realisation of organisational goals.
Something more to management than traditionally conceived.

CEO models themselves on King, President

As well as inspiring others - importance of being a coach/mentor.
Directly helping others develop.
Theoretical debates about whether leaders are born or made.
Does it matter? Clegg argues it does because leaders can and do
change social organisations.
Trait theories
Great leader theory of leadership
Photo - Nelson Mandela
Leaders are born. They have certain traits.
Research strategy - examine great leaders. Could select leader
according to the traits we can see in them.
Height, weight, gender, age, ethnicity, class background.
British History - leaders of the civil service were from a particular class.
Above average or below average height makes a good leader.
Selection according to these criteria is not something we'd want to
endorse.
Personal characteristics - above average intelligence, can solve
abstract problems (but not absent-minded professor/genius)
Superior judgement, decisiveness, initiative. Sees problems and wants
to resolve them.
Self-confidence and ambition.
Criticisms - too many traits to measure. Too many counter-examples.
There are tens of thousands of people who are above average
intelligence who aren't good leaders.
Also there are people who don't possess the traits but are good
leaders.
Trait theory - very gendered. Masculine view about leadership.
Leadership traits emphasise different aspects of an idealised
masculinity. Blokish comradeship or gentleman's club.

Demise of the theory.

1960s - anti-elitist trend of Western culture.
Partially necessary but not sufficient. Having superior decisiveness,
initiative and self-confidence are probably necessary for being a good
leader but not sufficient.

Behavioural Theories (i)

Look at what leaders actually do rather than what traits they have. You
either act like a leader, or not
Belbin - more suited to task - technical side.
- more suited to people - people skills.
Behavioural theories nearly always have these two dimensions.
Employee centred Vs. task centred.

Blake and Moulton (1985)

Derived from management consultancy.
Concern for people on one axis and task on the other.
Do psychometric tests - scale from 1 to 9
See the range of possibilities wthin behaviour.
Impoverished style - low on concern with people and production
Produce/perish - shape up or ship out.
Publish or perish.
Country club style - concern for people but not getting anything done.

Having a high a concern for people and production = productive team

style.
Middle of the road - needs to develop further up towards team style.
These do derive from consultancy.
V. helpful way of conceptualising it. Move forward in understanding how
it might apply in different situations.
Behavioural Theories (ii)
Evaluation - concern for task and people are the same or some argue
that concern for people should be slightly above task but an
overconcern will lead to country club style - ineffective.
All outstanding managers must have special skills for dealing with
people and the task at hand.
Empirical research shows some people reach the top who don't have
those skills. Some impact of people being lead or the nature of the
task.
Extraneous factors.

Situational and Contingency theories

Clegg and colleagues treat them as the same. Slight difference.
Situational theories: the leadership can only be seen emerging in a
particular situation.

Contingency theories: contingent on a range of other factors, such as:

Subordinates - How do they want (or expect) to be led?
Task: Job, objectives, project, technical aspects
Environment - internal and external
Not only does behaviour matter but behaviour may have to be modified
in order to lead well

Path-goal theory (House, 1971)

Four different styles of leadership styles which depend on the situation.
All of these can be effective.
Leadership style depends on contingency such as the environment, the
task and the employees.
For certain tasks, leader needs to be controlling.
Use rewards/punishment
For others - participative - being involved.
They take account of the situation that is there.
Two other styles from later research
Networking - ability to play political power games, secure resources,
create and maintain positive relationships, recognise the importance of
power as a leadership style.
Values-based - importance of vision
Greater flexibility about employment.
Greater choice about what kinds of jobs you can do.

Leadership that espouses a particular set of values.

Two weeks on Culture

Situational leadership model

Situation leadership - axes - task behaviour - low to high
Relationship behaviour - low to high
Four styles of leadership
Delegating, participation, selling and telling
It explicitly talks about follower readiness.
How ready people are to follow that leader.
If followers are ready, willing and confident, leader will delegate
If followers are unwilling or insecure, leader will participate
If they are unable and unwilling, leader will sell the task
If they are unable and unwilling or insecure, leader will tell them what to
do
Mapping how ready people are to follow each of these behaviours.
How ready people are to be lead.

Who am I?
Hitler!
According to the theories we've been talking about, Hitler would make
a good leader.
These theories don't take account of values, except how you relate to
people.
Leadership theories are value neutral - worth nothing

Transactional, Transformational, Charismatic Leadership

Three other ways of looking at leadership
- Transactional
- Transformational
- Charismatic
motivation, coaching, mentoring, vision
Transactional
The difference between transactional and transformational maps onto
traditional view versus leadership view of management.
Transactional leadership would be effective in conditions of relative
stability.
Transaction between leader and followers.
Followers will do what leader says and will receive a reward.
The reward is contingent on performance on expectation and following
rules
Bureaucratic kind of conception of what a manager does.

Opposite to this is transformational leader.

Difficult to measure
Inspire/change innovation
Expects some kind of change and elicits some sort of change and
changes their goals accordingly to their vision and their values.
Transformational leader shows charisma. Instils pride in followers and
expects high standards.

Charismatic leader - often a transformational leader. Have a vision and

inspire followers to make changes.
Double-edged - Charismatic leader - often divisive figures.
Tony Blair - won 3 consecutive elections for Labour party. The most
successful Labour leader but derided within the Labour movement
partly because of his style but also because of the decisions he made.
Hitler - v. charismatic personal presence. Brutal with his leadership. V.
wicked actions.
Those who inspire people
Likely to be narcissists - love themselves. Overdeveloped self
opinion/self image. Strong need for power. Strong convictions. People
will follow them.
Take decisive action. Act confident. Traits. Idea of transformational
leadership does have its downside. Can discourage feedback from
followers. Unwilling to take criticism. Come to a nasty end.
New Perspectives on Leadership
(Clegg)
Bringing in related ideas into the domain.
Importance of vision and values
L. thinks vision and values will become more important in management.
Charles Handy 1990s
Spoke about leading organisations as more like running a small country
or regime.
Hinting at the importance of organisational leadership modelling it on
running a country.

Leadership is the most studied and least understood topic in the social
sciences.
Noone's really got to the bottom of it.
Vision - Everyone who has aspirations to be anyone must act and think
like a leader.
Flatter hierarchies. Everyone is able to be a leader. Importance of
vision for leadership.
The vision must be different it must re-frame the current scene.
Must be recognisable.
Importance of metaphor - memorable ways which frame understanding.
Vision that sticks in the head.
The leader must live the vision - integrity. Sticking to the vision.
The leader must remember that it is the work of others. "We did it
ourselves."
Leaders as Coaches and Mentors
Interpersonal
Coach - enhance competency through constructive suggestions.
Mentor - directly passing on expertise to a protogee who is going to fill
their shoes.
Ability to build trust, be empathetic.
Set goals as an individual
Coaches, mentors, leaders, managers have to motivate the people who
are working with them.
Psychological process which drives behaviour towards attainment of
some objective.

Motivation
Two types of theory
Content theory focus on those contents within us which drive or push
us forward.
What are the objects of our motivation?
Process theories - refer to the processes of motivation.
Two key motivation concepts - intrinsic and extrinsic
Intrinsic - motivation comes from within - one's own desire or goal to do
something.
Self-expression, interest, enjoyment. One works for enjoyment.
Extrinsic - motivation by promise of reward or money or threat of
punishment. External to us.
Different conceptions of reasons for working.
Intrinsic - would change job for a new challenge
Extrinsic - would change job because been fired or because want more
money.
Can apply it to studying
Intrinsic - study for self improvement
Extrinsic - to get a better job
Can have both. Aren't incompatible.
Maslow's Hierarchy of Needs (1943)
Very famous triangle.

1. Not only meant to apply to the world of work and management.

General theory about motivation.
2. This triangle didn't actually appear in Maslow's paper. It evolved to
express what he was trying to say.
Maslow - As human beings we have different kinds of needs. The basic
needs have to be fulfilled before more sophisticated needs.
Basic needs i.e. biological needs have to be met.
Need for safety.
Sophisticated needs for love and belonging (self-esteem)
Self-actualisation - I am fulfilled.
Maslow said only 2 people had achieved self-actualisation - himself
and Einstein!
Building up from basic needs - breathing, food, water, sex, sleep.
...
Managers need to make sure these basic needs aree being met and
can they help me to more sophisticated needs.
Top needs fit with intrinsic motivation.
Lower needs fit with extrinsic motivation.
One criticism of several - Is it actually true you have to have all these
needs met before you can think about other needs?

Theory X and Theory Y (McGregor, 1960)

The human side of enterprise.
Businesses don't care enough about people but we should. Human
dimension to enterprise.

Theory X - prevailing view of management. Connection with extrinsic

motivation. Only working for reward.
People inherently lazy. Out of self-interest if you pay them they'll work.
Wants and needs - to be told what to do.
Bonus schemes - instrumental rewards of pay and incentives.
Connects with Taylorism (FW Taylor) - similar
Management by control.
Hierarchical - In McGregor's view - people are a cost. Should be kept
down in order to make a profit. Can be treated like any other cost. Lay
people off if they are not productive.
Theory Y
More optimistic view of people.
Behave according to status, members of a community
Expectations about autonomy and democratic leadership
Change from factory-based products to more egalitarian way of
working.
Human relations - 'soft human resource management'
Hard - Resources are a cost.
Soft - we should be developing them to grow to do new things.
Theory X - lower level of Maslow's hierarchy.
McGregor - people needing more - higher level of M's hierarchy. Levels
of self-actualisation.
No lecture next week.
Personal study - article by Alvesson and Svenningsson (2003) to
compare with Mintzberg.