Intro + MGMT + X and Y

Question 1

What is leadership?

Answer 1

• Leadership involves a social influence process in which a person steers members of the group towards a goal
• Leadership is the ability to inspire confidence and support among the people who are needed to achieve organisational goals
• Leadership is the art of mobilising people to eat to struggle for shared aspirations
• Leadership is the process of influencing leaders and followers to achieve organisational objectives through change

Question 2

What is the social constructionist perspective?

Answer 2

• Basic tenet that people make their social and cultural worlds at the same time these worlds make them
• This perspective argues that the meaning of a particular identity is not ‘given’ or ‘fixed’ but rather is dependent on how individuals and groups in a given social context make sense of it at a particular time
• How people make sense of their worlds is a socially constructed activity
• All social activity is open to contestation and/or reproducibility given the ‘inherently ideological (i.e. values driven) and political” nature of life in organisations and societies
• A social construction of leadership places a premium of leaders and followers creating spaces to ‘make sense of and evaluate their organisational experiences’
• Leaders may have to get used to asking the right questions rather than provide the right answers because the answers may not be self-evident and will require a collaborative process to make any kind of progress

Question 3

What is the primary difference between leadership and management?

Answer 3

• Leadership - sense of direction
• Management - handling
  
  • Planning
  • Organising
  • Staffing
  • Controlling

Question 4

What is the difference between leadership and management in regard to people?

Answer 4

• We manage things but lead people

Question 5

What is the difference between leadership and management in regard to subordinates?

Answer 5

Managers have subordinates, leaders have followers

Question 6

What is the difference between leadership and management in regard to jobs?

Answer 6

Manager administers, leader innovates.

Question 7

What is the difference between leadership and management in regard to how things are done correctly?

Answer 7

Managers: things right, leaders: right things

Question 8

What is the categorical difference between leadership and management?

Answer 8

Leadership is a managerial skill

Question 9

What is the difference between leadership and management in regard to transaction vs transform?

Answer 9

Transactional Leadership: management, transformational leadership: leadership

Question 10

What is the difference between leadership and management in regard to Creating an agenda?

Answer 10

• Leaders
  
  • Establish direction, vision; strategy for goal achievement
• Managers
  
  • Plans and budgets, decides actions, allocates resources

Question 11

What is the difference between leadership and management in regard to Developing People?

Answer 11

• Leaders
  
  • Aligning people, communicates vision and strategy
• Managers
  
  • Organising and staffing; develops policy/process and monitoring

Question 12

What is the difference between leadership and management in regard to Execution?

Answer 12

• Leaders
  
  • Motivating and inspiring
• Managers
  
  • Controlling/problem solving

Question 13

What is the difference between leadership and management in regard to Outcomes?

Answer 13

• Leaders
  
  • Produces positive/dramatic change
• Managers
  
  • Produces order, consistency, predictability

Question 14

What is the link between leadership, management and change?

Answer 14

• Management produces orderly results which keep things working efficiently
• Leadership creates useful change
• Need both

Question 15

What is the critical perspective on leadership, management and change?

Answer 15

• Leadership is as much about the resistance of change as it is about the creation
• Change as a problem solving activity where management is about coping with problems that reoccur (tame problems) and leadership deals with new complex problems (wicked problems) that do not have certain answers or endpoints and are largely ambiguous in nature

Question 16

Where does leadership occur?

Answer 16

• Occurs at the individual, group and organisations levels

Question 17

What is the essence of leadership?

Answer 17

• Leadership motivates people intrinsically (by increasing the meaning and purpose of work) and extrinsically (by improving recognition and reward systems)
• Leadership results in change through other people
• Social influence - the essence of leadership
  
  • Effective leaders create engagement conditions (places and spaces for collaboration) and relationships with others based on mutual trust, reciprocity, skilful communication, negotiation and inspirational appeals
  • If you are successful at influence, you are able to motivate others, support and implement changes that connect people to goals that they, others and the organisation values

Question 18

What is theory X?

Answer 18

• Hard Management
• Management is responsible for organising the elements of productive enterprise-money, materials, equipment and people - in there interest of economic needs
• With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, and modifying their behaviour to fit the needs of the firm
• Without this active intervention by management, people would be passive - even resistant - to organisational needs. They must therefore be persuaded, rewarded, punished and controlled. Their activities must be directed. Management’s task was thus simply getting things done through other people

Question 19

What are the implicit theories of theory X?

Answer 19

• Work wouldn’t get done without managemnt
• Employees don’t want responsibility - need explicit direction
• Most people put their own interests above organisations

Question 20

What is theory Y?

Answer 20

• Management is responsible for organising the elements of productive enterprise-money, materials, equipment and people - in there interest of economic needs
• People are not by nature passive or resistant to organisational needs. They have become so as a result of experience in organisations
• The intrisinc motivation, potential for development, capacity for assuming responsibility, and readiness to direct behaviour toward organisation goals are all present in people. Management does not put them there. It is a responsibility of management to make it possible for people to recognise and develop these human characteristics for themselves
• The essential task of management is to arrange organisational conditions and methods of operation so that people can achieve their own goals by directing their efforts towards organisational objectives
• I.e. everyone can practice leadership

Question 21

What are the implicit theories of theory Y?

Answer 21

• Individuals will seek out responsibility

- Everyone can be creative/innovative

Question 22

Categorically what are the differences between leaders and managers?

Answer 22

• Creating an agenda
• Developing People
• Execution
• Outcomes
• Things/People
• Administration/Innovation
• Subordinates/Followers
• Copy/Original
• Things right/Right Things
• Transform/Transact