Leadership Governance and Ethics

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Table of Contents

| Page|
1. Introduction| 3|
2. Literature Review| 3|
2.1 The nature of leadership| 3|
2.2 Leadership theories| 3|
2.3 Blake and Mouton Managerial Grid Model| 4| 2.3.1 The Managerial Grid Concept| 4|
2.3.2 Five different leadership styles| 4| 2.3.3 Strengths and Weaknesses of the Leadership Grid| 6| Strengths| 6| Weaknesses| 6|
2.4 Further analyses of the Leadership Grid| 6| 3.5 Overview of other Leadership Theories| 6|
3. Methodology| 7|
3.1 Population and Sample| 7|
3.2 Data Collection Methodology| 7|
4. Findings| 8|
Exhibit 1| 8|
Exhibit 2| 8|
Exhibit 3| 9|
5. Discussion| 9|
5.1 Analyses of findings| 9|
5.2 Strengths and Weaknesses| 10|
5.3 Leadership Self Development Plan| 10|
6. Conclusion| 12|
7. Resource List| 13|
8. Attachments| 14|

“The need for leadership was never so great. A chronic crisis, that is, the pervasive incapacity of organisations to cope with the expectations of their constituents is now an overwhelming factor worldwide. The new leader is one who commits people to action who converts followers to leaders and who may convert leaders into agents of change.” (MBS, 2010: 545; Lance Marrow cited by Charlton 2003:29) This self development report endeavours to determine my own leadership behavioural traits and the impact on building effective relationships with subordinates and group members which is an important factor in meeting the requirements in the above statement by Lance Marrow. The identification of my leadership behavioural traits will assist me in developing a self development plan aim at complying with the requirements of being a new leader as describe in the above statement. I will conduct a self assessment based on the Leadership Grid Model (1964) developed by Robert Blake and Jane Mouton to assess my basic leadership behaviour. I will further conduct a subordinate assessment which will include assessment of my leadership behaviour by subordinates currently working under me. As the leadership grid only describes a two dimensional leadership style based on measuring concern for people and a concern for production (Daft, 2008: 48) I will explore other leadership theories to enable me to draw a comprehensive conclusion on my leadership behaviour. 2. LITERATURE REVIEW

As there are many definitions for leadership it mainly relates to influencing a person or a group of people and the process of directing efforts of these people to achieve common goals. (MBS, 2010:8) According to DuBrin (2004) in MBS (2010:25) leadership are different to management in that leadership deals with change, inspiration, motivation, influencing and coaching, where as management deals more with maintaining the equilibrium and the status quo. Effective leadership directs actions and acts as change agents that produce results that will satisfy the objectives of business and all its stakeholders. 2.2 LEADERSHIP THEORIES

There are many leadership theories but on close examination of the different theories the concepts of “people” and “task” permeate most of the theories. (Robbins 1998: 367) 2.3 BLAKE AND MOUTON’S MANAGERIAL GRID MODEL

2.3.1 The Managerial Grid concept
The leadership grid formerly the “The Managerial Grid” developed by Blake and Mouton was developed defining five of the seven basic behavioural styles that characterises workplace behaviour and the resulting relationships. The “Leadership Grid’ renamed in 1991 is a two-dimensional theory with two criteria: orientation for people and an orientation for production. (Daft, 2008: 29) The theory conceptualises...
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