ABSTRACT

In Chapter 1 we noted the increasing recognition that leadership was a relevant dimension of the front-line manager's role and this is something we now expand on in differentiating between management and leadership. Leadership is often associated with change so that, as change becomes more prevalent and requires implementing and even initiating at the lower levels of management, we argue that leadership needs to be distributed throughout the organisation and not merely concentrated at the top. But we also argue that leadership is not simply about change in the sense of structural change but rather about incremental developments as well. Leadership styles are important, especially in suiting the style to the context. Also examined is the way in which your workforce might be organised, mainly into a group or a team, the behavioural tendencies of these and when a particular mode of organisation might be appropriate, with particular reference to the characteristics of teams. Then, having identified a suitable structure for your workforce, there are questions of selecting suitable people for the various roles, setting objectives and monitoring progress.