Leadership Theories in Management and Operations: Unit 4 Report

This report explores several key leadership theories relevant to management and operations. It begins with situational leadership, detailing the four styles: Telling/Directing, Selling/Coaching, Participating, and Delegating, and how leaders adapt their approach based on follower development levels. The report then examines systems leadership, presenting organizations as complex systems with three levels of leadership: individual managers, managerial teams, and the organization itself. The report also addresses chaos theory, discussing its application to strategic management and the 'butterfly effect', emphasizing the impact of small changes in complex systems. Additionally, it covers relationship-oriented approaches, specifically the Leader-Member Exchange (LMX) theory, highlighting the benefits of high-quality leader-subordinate relationships. The report concludes with the use of chaos theory in organizations, and the various elements of chaos theory, including positive and negative feedback.

Professional Studies Department Management and Operations
UNIT CODE: D/508/0488
Unit 4 – Management and
Operations
ASSESSOR: PRIYA GOPAL

Professional Studies Department Management and Operations
MODULE LEVEL: 4
CREDIT VALUE: 15
UNIT TYPE: CORE

Professional Studies Department Management and Operations
LEARNING OUTCOME: 2
LEARNING OUTCOME: APPLY THE ROLE OF THE LEADER AND
FUNCTION OF THE MANAGER IN GIVEN CONTEXT
TOPIC: LEADERSHIP THEORY

Management and Operations
Professional Studies Department
Situation leadership
Concept of Situational leadership was developed by Paul Hersey an
Blanchard. Initially the theory was introduced as “Life Cycle theory
Leadership”. Later on it was renamed as Situational leadership the
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Management and Operations
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▪ Situational leadership is a style in which leader or the manager
adjust his style to match the development level of the followers
▪ The situational leadership model views leaders as varying their
emphasis on task and relationship behaviors to best deal with d
levels of follower maturity.
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Management and Operations
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Hersey-Blanchard
Situation leadership Model
Participating
Style
Selling/Coaching
Style
Delegating
Style
Telling/Directing
Style
H-B Model
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Telling /Directing Style
▪ This style is autocratic style focused on high task/low relationsh
▪ Leader defines the role of the followers and tells what, when, w
how to do different tasks.
▪ One way communications flows from the leader to the followers
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Management and Operations
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Selling/Coaching Style
▪ In above style the leaders behavior is high task/high relationship
▪ Leaders provide information and direction.
▪ There is more communication with the followers.
▪ Leaders try to sell their message to the followers to make them
understand what is important for the organization.
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Management and Operations
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Participating style
▪ This style is high relationship/ Low task focus.
▪ Leader focuses more on relationships and people and less of dir
▪ Follower is empowered to make many of the crucial decisions si
has the knowledge to do so.
▪ Level of trust between the leader and the follower.
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Delegating Style
▪ It is considered as low relationship/low-task leader behavior.
▪ Leader passes most of the responsibility onto the followers.
▪ Though leaders monitor the progress but are less involved in de
making.
▪ Followers are allowed to “run their own show.”
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Management and Operations
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Systems leadership
▪ An improvement model based on understanding of organization
system that uses an approach to improve both leadership and t
organization.
▪ Systematic approach permits the same by combining managem
development and organization development psychology and
techniques.
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Management and Operations
Professional Studies Department
Essence of Systems leadership
▪ It begins with a clear goal of working on the organization as a sy
enable appropriate leadership to flourish and finally leading the
organization in an effective manner .
▪ It takes into consideration the perspective that leadership is a k
resource that needs to be managed.
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