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Managerial Leadership
Peter Wright
1996, Routledge
Author Peter Wright is a lecturer in occupational psychology at the University of Bradford Management Centre. The author begins by noting that influence is a common theme in leadership definitions, but that an influential leader is not necessarily a good one. Before research turned towards trying to identify the traits of successful leaders, leadership was seen as a skill that a gifted few were born with. Behaviourists believe that leadership is based around behaviour and not position power. This successful influence works towards shared goals, not those of the leader. The author reports that Carlson found that managers: work long hours, mix trivial and important work, have short periods of time alone (between 30 and 90 minutes a day), and suffer many interruptions. So the author reports that managers are not conductors but puppets: they are continually pulled by many strings. The author notes that only superb administrators can see through their daily haste to what is really important. The author reports that Mintzberg feels that managers like this variety and fresh hot information. The realities of work mean developing a particular personality, so, overloaded with work, managers do things abruptly and superficially. Mintzberg felt there were 10 managerial roles broken into 3 groups: interpersonal, informational and decisional. The author reports that Kotter classified work into responsibilities and relationships. The extent to which any manager performs these roles varies, as managers may have a preferred work style. Preferences are apparent in how much or little managers delegate, how closely they supervise, and the extent to which they have expertise in one area of their job for example, accountancy. Wright wonders what conclusions can be drawn from such research. Time spent alone could be spent planning but could also be spent day-dreaming, and the author feels that interviews rather than research observations would discover more about managers cognitive processes. It is also noted that Mintzberg looked at what managers did, not at what was effective. The author advises leaders to determine what they can do in the present to influence the future. They should decide what activities their job should entail and what emphasis should be given to them. Leaders should then eliminate unnecessary activities, delegate wherever possible, and schedule important but not immediately pressing activities because what gets scheduled gets done. To minimise disruptions managers should set time aside for calls and queries. The author also notes that managers who improve their skills free up more time. Skills that can be improved include: formal communications, administration, planning, stress management and interpersonal relationships.
Group versus individual leadership: Some theories are based on one or another of these, and the author notes that if everyone is treated the same way some will respond to the style because it fits them. The author also warns that treating followers differently could be construed as favouritism. Cultural differences: The author introduces Hofstedes power distance index and explains it as the extent to which followers are afraid to disagree with their leader. Bass found that choosing the wrong style with followers of another nationality could lead to failure. For example, close supervision may be needed in one setting yet loathed in another. Specificity: Theories are general and abstract, and leaders need to know which theory to use and also specific details of how to use it or of what it is. Complexity: If A then B, say the theories, but real situations are more complex. The most complex theories do not cover every variable and eventuality, and even if an all-embracing style were developed it would probably be beyond the grasp of anyone outside the academic community. The author notes that changes in society, technology and workplace practices would soon render such a theory obsolete. Wright believes that situational style theorists also have problems in classifying behaviour for teaching purposes. Add to this leaders preferences for certain styles and the needs of their diverse workforces, and we see the extent of the problem.
Self-management
This chapter focuses on the trend of letting people manage themselves at work, thus eliminating the need for managerial supervision. This practice is linked to job design and Herzbergs job enrichment theories. Manz and Sims later came up with self-management procedures such as self-observation. They started with behavioural strategies then incorporated some cognitive strategies into their work.
National College for School Leadership 2003 3
Empowerment (in terms of self-management) seems to mean sharing power amongst the workforce, but the author reports that Conger and Kanungo think it means improving followers self-efficacy levels. It could be shown in expressing confidence in followers, fostering chances for them to make decisions, or setting inspirational goals. The theoretical underpinning of self-management concepts is McGregors 1957 Theory Y. This is similar to the current stress on the need for autonomy and self-direction. The author reminds the reader that there are losers in self-management: specialists are forced into teams while middle managers and supervisors lose their power. It can also be more stressful to be in a highinvolvement organisation where workers fear letting the team down and are pushed to learn continuously. Self-management is something of a paradox in that, while it reduces the amount of formal leadership, it increases the importance of good quality informal leadership. As Hackman noted in his research, a self-managed team still needs clear direction and goals from someone.
Discussion
This book comprehensively covers the development of leadership thinking and is an excellent primer, a collection of other peoples research findings. However, the author adds little to the body of existing knowledge on leadership that cannot be found in many of the books reviewed in this volume. What is refreshing is the fact that it is written in an honest style, acknowledging conflicts and failings where they arise and not simply parroting the theories that have been expounded down through the decades.