Term
| Managerial roles (Mintzberg) |
|
Definition
| Management work, in practice, is disjointed, discontinuous, informal, intuitive and interpersonal. It is best thought of not as discrete actions but as shifting roles. |
|
|
Term
| 3 Managerial roles (Mintzberg) |
|
Definition
Interpersonal
Informational
Decisional |
|
|
Term
| Managerial roles (Mintzberg) Interpersonal |
|
Definition
|
|
Term
| Managerial roles (Mintzberg) Informational |
|
Definition
Monitor
Spokesperson
Disseminator |
|
|
Term
| Managerial roles (Mintzberg) Decisional |
|
Definition
Entrepreneur
Disturbance handler
Resource allocator
Negotiator |
|
|
Term
| Action-centred leadership (Adair) |
|
Definition
Leadership is a process which takes place in a context made up of three basic objectives
Achieving the task
Developing / satisfying individual group members
Building / maintaining an effectively functioning group |
|
|
Term
|
Definition
Task roles
initiating
information-seeking
diagnosing
opinion-seeking
evaluating
decision-making |
|
|
Term
| Adair developing the individual |
|
Definition
Individual maintenance roles
goal-setting
feedback
recognition
counselling
training |
|
|
Term
| Adair building and maintaining the team |
|
Definition
Group maintenance roles
encouraging
peacekeeping
clarifying
standard-seeking |
|
|
Term
| Challenge-focused approach (Pedler, Burgoyne, Boydell) |
|
Definition
| Leadership is defined 'by what we actually do when faced with challenging situations. Leadership is principally concerned with recognising, mobilising and taking action in the face of critical problems and issues. (Pedler, Burgoyne, Boydell) |
|
|
Term
| Challenges (Pedler, Burgoyne, Boydell) |
|
Definition
| Critical tasks, problems and issues against which resources need to be mobilised, action taken. |
|
|
Term
| Characteristics (Pedler, Burgoyne, Boydell) |
|
Definition
| Qualities, competencies and skills that individuals can bring to bear on the challenge situation |
|
|
Term
| Context (Pedler, Burgoyne, Boydell) |
|
Definition
| Immediate conditions operating in the challenge situation. (What works here and now may not work in another place and at another time) |
|
|
