By the end of the specified learning and development activities, delegates will be able to:
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Distinguish between the concepts of ‘leader’ and ‘managerial leader’
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Demonstrate their understanding of at least 2 approaches to leadership
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Demonstrate their understanding of the relationship between fielder’s situational model & McGregor’s Theory ‘X’ & Theory ‘Y’ leadership styles
v
Plot the relationship between managers with high & low least preferred co-worker (LPC), characteristics, respectively
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Demonstrate their understanding of the High and Low LPC Leaders’ degree of behavioural control over their subordinates, respectively
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Explain the relationship between the ‘goal-path model’ of leadership & the expectancy theory of motivation
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Suggest problems with equalities or traits approaches
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Explain ‘Person’ or ‘Consideration Oriented’ leaders and their relationship with employee satisfaction and subsequent staff turn over level
Point to specific empirical research supporting the relationship between participative leadership |
v
The concepts of ‘leader’ and ‘managerial leader’
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The leader and authority
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The leader and influence
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The manager and the conferment of power
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The application of control and ‘power cohesion’
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The ‘managerial leader’ and the ability to vary strategy
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Power as a recourse of the managerial leader
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Leadership and
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Interpersonal relationship
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Approaches to leadership
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Qualities or Traits Approach
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to leadership
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Task and person orientation
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Participative leadership
v
Transactional Leadership
v
Transformational Leadership
v
Contingency or Situational Approaches to Leadership
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Leaders VS non-leaders in relation to confidence & intelligence
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Leadership and extroversion
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Problems with Traits Approach’
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Social, power & achievement needs and their relevance to leadership
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‘Task and leader- qualities match’
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TTt Perceived consequence of task orientation and reduced relationship orientation for managerial effectiveness
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The consequence of
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Person or consideration oriented leadership on employee satisfaction and subsequent staff turnover
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Contingent factors and leader effectiveness or ineffectiveness
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Perceived value of ‘democratic leader behaviour’, dispensing participative leadership
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Perceived value of ‘autocratic leader behaviour’
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Value of ‘performance monitoring’ to individual effectiveness
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Result Orientation Leadership VS Process Oriented Leadership
v
Transformational
v
Leadership and Charisma
v
Mission Progress Articulation
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Leading through delegation
v
Subordinates’ perception of transformational leadership VS transactional leadership
v
Contingency Approaches to Leadership
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and the crucial nature of an organisation’s environmental variables
v
Contingency approaches VS Universalist approaches to leadership
v
Contingency approaches to leadership and their relationship to trait and style orientations
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Employee development or maturity and its relevance to superior-subordinate relationships
v
Superior-subordinate relationships as leader behaviour
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Superior-subordinate relationships as control and influence
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Superior-subordinate relationships as power and authority
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Least Preferred Co-worker (LPC) – Low and High
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Characteristics of LPC managers and their relationship to McGregor’s theory X and Theory Y
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Characteristics of low LPC managers and their relationship to autocratic leader behaviour
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Characteristics of low LPC managers and their relationship with Theory X
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Characteristics of low LPC managers and their relationship to task control
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Characteristics of high LPC managers and their relationship to McGregor’s theory Y leader
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Characteristics of high LPC managers and their relationship to permissive leader behaviour
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LPC Leaders and their relationship with production orientation
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LPC Leaders and their perception of the behaviour that they need to exhibit to achieve productivity improvement.
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LPC Leaders and the concept of ‘Power Distance’
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LPC Leaders and their emphasis on meeting targets
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LPC Leaders and the level of regard they have for superior-subordinate relationship
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Relevance of Situational Variables on leader behaviour:
o
Leader-Member Relation
o
Task Structure
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