Leadership+andManagement

=2.4, Leadership and Management=

This unit is going to be delivered through Laissez-faire methods by Mr. Solomons... you will engage in a collaborative task which will see each member contributing to a wall display for the class, becoming an expert on a particular topic and participating in the assessment final. See below for the syllabus criteria for this unit of work.

You have until the end of Wednesday to present a Resource to me and have taught the class about it during the lessons. All areas must be cover so decide who is doing what!
 * Lessons overview, Monday, Tuesday and Wednesday, presented and put up in Wednesday's lesson A whole display board on IB Business and Management 2.4 Leadership - This will be assessed as a group task!**

**The resource content must include:**
Leadership v Management - HL/SL Autocratic Democratic Laissez-faire Situational Trait theory - HL only Contingency theory - HL only Key Functions of Management - HL only Fayol, Handy and Drucker's theories outlined - HL only

Show understanding Evaluate effectiveness Links to the IB Learner Profile where appropriate Examples of 1 or 2 exam questions, answered with comments - see Mr. Solomons for support - examples can be from the IB Prepared booklet (P42!), utilising examiner comments
 * The key skills and outcomes**

A nice big title and lots of use of Key Words Lots of imagery and not too much text (only essential text and exam focused comments!) Try to keep it consistent - communicate You can produce separate resources to be put on to the board Consider a flow diagram or even a comic book or story board technique? Use the summaries of the key terms in the text book to help you be concise! REMEMBER it is a revision tool, it must be simple, easy to understand, attractive and informative without confusing!
 * Extra help-**

Useful resources - Intro to leadership styles (SL and HL) 1 - Question to consider - What is leadership? What makes a good leader? media type="custom" key="21022808" 2 - Watch the video media type="custom" key="21022724" 3 - What is he talking about? Discussion on Leadership styles... Open the PPT and complete the sections as required -

Use the following to help you prepare your resource:
There can be no better example of an autocratic leadership style than that displayed by the joint proprietor of Fawlty Towers, the mid-market hotel in Torquay with a variable record of customer service… This neat compilation illustrates the working relationship between Basil and Manuel. Given the sustained beatings that Manuel received, it is hard to work out just what motivated him to remain in his job? //Source: Tutor2u's Lord Snutch// media type="youtube" key="cwYPCFfbhZM?feature=player_embedded" height="360" width="640"

As a generalisation, in the UK there has been a gradual shift away from autocratic leadership. Possible reasons for this include: • Changes in society’s values • Better educated workforce • Focus on need for soft HR skills • Changing workplace organisation • Greater workplace legislation • Pressure for greater employee involvement Plenary task - record your score from the first go then complete the quiz until you get 100% []
 * Authoritarian:** - Autocratic leaders hold onto as much power and decision-making as possible - Focus of power is with the manager - Communication is top-down & one-way - Formal systems of command & control - Minimal consultation - Use of rewards & penalties - Very little delegation - McGregor Theory X approach - Most likely to be used when subordinates are unskilled, not trusted and their ideas are not valued Leader decides what is best for employees
 * ((Paternalistic****:**
 * Not needed in IB course but worth knowing:**
 * - Links with Mayo – addressing employee needs - Akin to a parent/child relationship – where the leader is seen as a “father-figure” - Still little delegation - A softer form of authoritarian leadership, which often results in better employee motivation and lower staff turnover - Typical paternalistic leader explains the specific reason as to why he has taken certain actions))
 * Democratic:** - Focus of power is more with the group as a whole - Leadership functions are shared within the group - Employees have greater involvement in decision-making – but potentially this slows-down decision-making - Emphasis on delegation and consultation – but the leader still has the final say - Perhaps the most popular leadership style because of the positive emotional connotations of acting democratically - A potential trade-off between speed of decision-making and better motivation and morale? - Likely to be most effective when used with skilled, free-thinking and experienced subordinates
 * Laissez-faire:** - Laissez-faire means to “leave alone” - Leader has little input into day-to-day decision-making - Conscious decision to delegate power - Managers / employees have freedom to do what they think is best - Often criticised for resulting in poor role definition for managers - Effective when staff are ready and willing to take on responsibility, they are motivated, and can be trusted to do their jobs - Importantly, laissez-faire is not the same as abdication