9 Leadership, Managment and Supervision p137

Power is the ability to get things done.
1.Coercive power - the power of physical force or punishment
2.Resource power - for example, a resource of information
3.*Legitimate power - for example, the power to authorise and approval
4.Expert power - for example, the skill, knowledge of managing and leading people
5.Personal power - the trait personality that can influence, inspire other people
6.Negative power - the power to strike, a temporary stop working

*Authority - the right to get things done: to ask someone else to do something and expect it to be done.

*Responsibility - the obligation a person has to fulfil a task, which (s)he has been given.( he or she is responsible for work)
*Accountability - a person's liability to be called to account for the fulfilment of tasks they have been given.(he or she is accountable to a customer)

*Delegation of authority - the process whereby a superior gives to a subordinate part of his or her authority to make decisions.
(I think, thing like this, would rarely see inCambodia provided the conditions of when to delegate and the problems of delegation)

The work of the manager:
-Planning, Organizing, Commanding, Co-ordinating and Controlling - Fayol
-Setting objectives, Organizing the work, Motivating people, Measurement, Developing people - Peter Drucker
-Interpersonal, Informational and Decisional - Hanry Mintzberg

The work of the Supervisors:
-Planning
-Organising and overseeing the work of others
-Controlling
-Motivating employees, and dealing with others
-Communicating

The work of leadership:
-Interpersonal influence
-Securing willing commitment to shared goals
-Creating direction and energy
-an orientation to change

Three basic schools of leadership theory:
1. Traits of leadership
Judgement, Initiative, Integrity, Foresight, Energy
Drive, Human relations skill, Decisiveness, Dependability, Emotional stability
Fairness, Ambition, Dedication, Objectivity, Co-operation

2. Styles of leadership
-Tells; sells; consults; joins - The Ashridge Model
-Exploitative authoritative; benevolent authoritative; consultative; participative - Rensis Likert
-Concern for task; concern for people - Blake and Mouton's Managerial Grid

3. Contingency approaches
-Handy's 'best fit' model
-Hersey and Blanchard's 'situational leadership' model