Leadership and Management

Study Unit 2 – Activities

Rana Barazi

1 June 2022

Activity – How did you get on with your homework?

  • From magazines, newspapers or online media identify some images of leaders that inspire you or that you would like to critique.
  • Try to link them to theories discussed in chapters 1-4 in the textbook including (not limited to):
    • Leadership vs. management
  • Power
    • Change
    • Traits, characteristics and personality o Leadership style o Contingency theories of leadership o situational leadership theory o least preferred co-worker theory o Path-goal theory
    • Leader-member exchange theories o Transactional vs transformational leadership o Charisma & transformational approaches
  • Upload these into your learning diary and

Your leaders

Who did you choose? What do they do? Why did you choose them?
Where do they demonstrate leadership? When did they gain acknowledgement as a leader? How do they lead?

Make notes in your learning diaries…

A little bit about Assessment…

Two pieces of assessed work that will test your ability to think critically about your own leadership style and to assess whether you can synthesise empirical (experiential, practical) data with how organisational leadership is conceptualised.

Component A: Self-reflection: personal journal or process log & its review that critically reflects on your leadership approach (experiential and reflexive element) – max 2,000

Component B: Leader-interview: any leader from any walks of life to be interviewed; write up synthesis of theory and your empirical data – max 2,000.

The ability to deconstruct own assumptions and learn from experience Aids awareness of self and ability to be reflexive Usually equated with “thinking about”Restructures the thinking and practiceRecognise, consider and challenge assumptions The second step after reflectionTurning back on itselfAwareness of the role of self in the making of knowledge – awareness of positionalityRequires taking action as a result of critical thinkingInfluences and alters the situation in your sphere of controlEnact your understandings
Reflective Reflexive

Let’s talk…

Leaders and Managers

Make notes in your learning diaries…

Leaders and Managers

Make notes in your learning diaries…

Language

As well as capturing the who, what, why, where, when and how in regard to the leaders we selected:

did you notice anything about the language we used to discuss them?

Make notes in your learning diaries…

Other differentiators that we have already discussed…

 Leadership FunctionsManagement Functions
Creating an AgendaEstablishes direction, vision; strategy for goal achievementPlans and budgets; decides actions, allocates resources
Developing PeopleAligning people; communicates vision and strategyOrganising and staffing; develops policy / process and monitoring
ExecutionMotivating and inspiringControlling/problem-solving
OutcomesProduces positive/ dramatic changeProduces order, consistency, predictability

Kotter, 1990

Edwards, G., Schedlitzki, D., Turnbull, S. and Gill, R. (2015), “Exploring power assumptions in the leadership and management debate”, Leadership & Organization Development Journal,

Vol. 36 No. 3, pp. 328-343. https://doi.org/10.1108/LODJ-02-2013-0015

Purpose –fresh look at the leadership and management debate through exploring underlying power assumptions and develop a framework to conceptually understand leadership in relation to management.

Findings

  • highlights the historical comments regarding conceptual similarities and differences between leadership and management
  • draws attention to the confusion regarding assumptions of power o develops a framework of the literature that includes managers “doing” leadership, leaders “doing” management, managers “becoming” leaders, “being” leaders and managers.
  • explores the meaning and potential behind each part of the framework through an exploration of “becoming” in organisations.
  • concludes that whether leadership and management are similar or different is dependent upon which power construct underlies each phenomenon.

Personal and positional power

Edwards, G.P., Schedlitzki, D., Turnbull, S., and Gill, R. (2015). Exploring Power Assumptions in the Leadership and Management Debate. Leadership and Organisation Development Journal, 36(3): 328-343.

Activity A

Part 1.

  • In your groups – Find 5 images of a Leader and 5 images of a Manager • Compare, note down differences and similarities in your learning diary

Part 2.

  • Compare your notes from Part 1 of this activity to the content of the attached article and make notes in your learning diary
  • Discuss with the class one idea per group

Informing the interview

How can activity A be used to inform the interview assignment that you have for this module?

Make notes in your learning diaries…

Activity B

Time to complete an entry in your learning diaries from a reflective perspective.

You might want to reflect on some of the reasons you chose the leader you did now that you have heard the group discussions in the session.

Do you still feel the same way?

Have you changed your mind on who you would have selected?

Have your thoughts on leaders and managers changed?

Are you now even more confident in the reasons for choosing your leader examples?

Make notes in your learning diaries…

 on your

                                  Activity B reflective writing from

Homework

Think of 2-5 questions that you could ask your leader when interviewing.

Focus on eliciting stories, rather than facts.

Think of theories that we have covered so far, and how to frame questions that you wish to ask.