This document provides an overview of leadership and management theories and styles. It discusses different learning styles using the Honey and Mumford model. It then covers several theories of leadership, including trait theory, behavioral theory, contingency theory, and various leadership models like situational leadership, transformational leadership, and action-centered leadership. Management roles based on Mintzberg's framework are also outlined. The document aims to help participants understand different approaches to leadership and management.

1. Induction day -
Personal and Professional
development
Diploma in Management NVQ
Workshop 1
3rd March 2016

2. How people learn?
• Everyone has a learning preference
• Your team members learning style may not
be the same as yours !!
• Knowing how you learn will help you use
your time wisely.
• Personal and work skills development is
ongoing.
• Your responsibility…
• …… but its ok to ask for help.

4. Honey and Mumford Styles
Style Attribute Activities
Activist
Activists are those people who learn by doing.
Activists need to get their hands dirty, to dive in with
both feet first. Have an open-minded approach to
learning, involving themselves fully and without bias
in new experiences.
Brainstorming, problem solving, group discussion,
puzzles, competitions, role-play
Reflector
These people learn by observing and thinking about
what happened. They may avoid leaping in and
prefer to watch from the sidelines. Prefer to view
experiences from a number of different perspectives,
collecting data and taking the time to work towards
an appropriate conclusion.
Paired discussions, self analysis questionnaires,
personality questionnaires, time out, observing
activities, feedback from others, coaching
Theorist
These learners like to understand the theory behind
the actions. They need models, concepts and facts in
order to engage in the learning process. Prefer to
analyse and synthesise, drawing new information
into a systematic and logical ‘theory’.
Models, statistics, stories, quotes, background
information, applying theories
Pragmatist
These people need to be able to see how to put the
learning into practice in the real world. Abstract
concepts and games are of limited use unless they
can see a way to put the ideas into action in their
lives. Experimenters, trying out new ideas, theories
and techniques to see if they work.
Time to think about how to apply learning in reality,
case studies problem solving, discussion

5. Setting personal development
objectives.

6. Your development plan should be…
• Based on feedback
• SMART – see handout
• Based on a critical assessment of your own
knowledge, skills, personal attributes and behaviour
and their effect on your managerial ability
• Linked to your development needs and priorities
• Easy to read and understand – see development plan
handout

7. Management and Leadership –
what is the difference?

8. Management v Leadership
Think about what you do…..
• Each day
• Each week
• Each month
• Maybe once a year

9. What is Leadership?
The capacity to establish direction, to influence
and align others towards a common aim, to
motivate and commit others to action, and to
encourage them to feel responsible for their
performance
CMI Checklist 041 October 2008

10. What is Management?
Management is about the day-to-day running of
a function and getting the right people in the
right place, with a focus upon implementation.
CMI Checklist 041 October 2008

11. Management Leadership Spectrum
Management: makes systems of
people and technology work well day
after day, week after week, year after
year
o Planning & budgeting
o Organising and staffing
o Controlling & problem solving
o Taking complex systems of
people and technology and
making them run efficiently and
effectively, hour after hour, day
after day
Leadership: creates the systems
that managers manage and changes
them in fundamental ways to take
advantage of opportunities and to
avoid hazards
o Creating vision & strategy
o Communicating & Setting
direction
o Motivating action
o Aligning people
o Creating systems that managers
can manage and transforming
them when needed to allow for
growth, evolution, opportunities
and hazard avoidance
Kotter

12. Overview of management theories-
1. Trait theories……
• What type of person makes a good leader
• Great leaders share a number of common personality
characteristics or "traits."
• Leadership an innate, instinctive quality
• Identified qualities that managers use e.g. integrity,
empathy, assertiveness and decision making.
• External behaviours are a result in what we think e.g
beliefs and values about the world and ourselves
• You’ve got it or you haven’t !!

13. 2. Behavioural - What Does a Good
Leader Do?
• Focus on how leaders behave
• Do leaders dictate what needs to be done and
expect cooperation? Or do they involve their
teams in decision-making to encourage
acceptance and support?
• Kurt Lewin - Three types
- Autocratic.
- Democratic
- Laissez-faire

14. 3. Contingency Theories – How Does the
situation influence great Leadership?
• Which leadership style is best in which
circumstance.
• People or task oriented ?
• Fiedler's Contingency Model.
• Hersey Blanchard – Situational leadership

15. Key Responsibilities of the
Leadership Role
• Taking responsibility
• Contributing to the overall
vision and goal
• Setting and providing guidance
on values
• Setting direction for significant
programmes or projects
• Stimulating innovation and
enterprise
• Anticipating, planning and
leading change
• Protecting the team and its
members
• Overcoming obstacles
• Delegating
• Setting objectives for teams
and individuals
• Communicating and motivating
• Supporting and developing
programmes, projects, teams
and individuals
• Modelling appropriate
behaviour
• Representing the team and
feeding back its experiences
and views

16. Henry Mintzberg
The 10 Roles of Management
INTERPERSONAL
Figurehead
Leader
Liaison INFORMATIONAL
Monitor
Disseminator
Spokesperson
DECISIONAL
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

17. Your Own Leadership Style
Activity
• Management and Leadership Styles
Questionnaire
• Any thoughts ……??
• Useful for your action planning ?

18. Leadership Styles in a Nutshell –
Goleman and Boyatzis• Visionary
• Coaching
• Affiliative
• Democratic
• Pace-setting
• Commanding

19. Leadership Models
• Situational Leadership
• Blanchard & Hersey
• Transformational Leadership
• Bass & Avolio
• Leadership Continuum
• Tannenbaum & Schmidt
• Action Centred Leadership
• John Adair

20. Adair’s Action Centred Leadership
Model
Task
Individual
Group /
Team

21. Hersey Blanchard

22. Blanchard & Hersey Situational
Leadership
SUPPORTING
PARTICIPATING
for
HIGH COMPETENCE +
VARIABLE COMMITTMENT
COACHING
SELLING IDEAS
for
SOME COMPETENCE +
VARIABLE COMMITTMENT
DELEGATING
for
HIGH COMPETENCE + HIGH
COMMITTMENT
DIRECTING
TELLING
EXPERTISE
for
LOW COMPETENCE + HIGH
COMMITTMENT
S
U
P
P
O
R
T
I
V
E
D I R E C T I V E

23. DIRECTIVE/ TELLER
Using your technical expertise
SELLING AND COACHING
Ideas and solutions
SUPPORTIVE AND PARTICIPATIVE
Tapping into peoples creativity
DELEGATING/ JOINT PROBLEM SOLVING
Allowing team to devise own ideas
Situational Leadership

24. Leadership - Continuum of Behaviour
Tannenbaum & Schmidt

25. Group Activity –
Leadership in your organisation
• Review the prevailing leadership styles in your
organisation, how do these relate to one of
the models discussed?
• How effective are the prevailing leadership
styles?
• What objective evidence is available to help
you make a judgement on their effectiveness?
•

26. Relevant Units
Level 3
• M&L 9
• M&L 15
Level 5
M&L 26
M&L 28

27. Next session – 14th April
• By the time we meet you will have had
contact from your allocated assessor to
arrange a first meeting.
• They will have a 121 meeting to find out a
little more about you and discuss in more
detail the units you are thinking of opting for
• Workshop will cover team building ,
motivation and communication skills