Leadership, management and teams
Leadership and management
Leadership is influencing others to achieve goals; management is planning, organising, controlling and coordinating resources. Trait theory assumes leaders are born; behavioural theories (for example Blake and Mouton's grid) focus on concern for people and production; contingency and situational theories (Fiedler; Hersey-Blanchard) say the best style depends on the situation and follower readiness. Transformational leaders inspire change; transactional leaders use rewards and sanctions. Motivation theories include Maslow's hierarchy, Herzberg's hygiene factors versus motivators, and McGregor's Theory X and Y.
Teams
Tuckman's stages are forming, storming, norming, performing and adjourning. Belbin identifies team roles; norms and cohesion shape behaviour; conflict can be functional or dysfunctional.
Traps: hygiene factors prevent dissatisfaction but do not motivate; leadership is not the same as management; Tuckman's order is fixed; there is no single best leadership style. Worked example: a new, unskilled recruit needs a telling/directing style; a highly experienced expert needs delegating. Rule of thumb: match leadership style to follower readiness and task structure.