Leading and Influencing in Purchasing & Supply

Leading and Influencing
in purchasing & supply

Topics
 Understand and apply leadership skills and behaviours that are

appropriate for strategically improving the procurement and supply
chain function
 Understand and apply communication planning techniques and
analyse their influence on individuals involved in the supply chain
 Understand and apply methods to overcome leadership challenges
faced by procurement and supply chain managers
 Understand and apply ethical practices, standards and regulations that
impact on the procurement and supply function
Leadership
Leadership
With ever-changing markets and increasing pressure on organisations to

combat unethical practices worldwide, it is important for organisations to
have not just effective leaders but ones who make ethical and strategic
decisions. These leader have the ability to make and communicate
decisions that help maintain the financial stability of the organisation and
ensure its long-term success.
Strategy is made up of two Greek words. The first is stratos, meaning a

group of people. The second is egy, which means to lead. Strategic is the
ability to lead a group.
An ethical leader has respect for ethical beliefs, values and the dignity and
rights of others. They lead by example. An ethical leader is trustworthy,
honest, considerate and fair to others. They set ethical standards and act
according to them. They influence the ethical values of the organisation
through their behaviour.
Leadership
Role and activities of leader

Leadership
Role and activities of Procurement leader

Leadership
Role and activities of Manager

Leadership
Importance of leadership
 Qualities of a good leader-

Leadership
Management vs Leadership
Leadership
Management Style
 Directive/ autocratic/ coercive management style

 Authoritative/ visionary management style
 Affiliative/ people-focused management style
 Participate/ democratic management style
 Coaching/ development management style
Leadership
Management Style
Leadership
Management Style
Leadership
Management Style
Situational leadership
Cultural difference in business

Generational differences
Hersey and Blanchard:

Situation leadership model
Page -104
Page- 22
Continuum of leadership behaviour
Tannenbaum & Schmidt


 Forces in deciding the type of leadership

Burns- Transformational leadership

Burns- Transformational leadership

Transformational leadership
Inspirational leadership
Ethical leadership
Example from BOOK: Barak Obama

Traits approach of leadership

Stogdill- Quality of a leader

The Big 5 model of personality






Functional/ group approach to leadership
Functional/ group approach

Functional/ group approach

Blake and Mouton’s managerial grid

Blake and Mouton’s managerial grid
'Impoverished' (1,1): the manager exerts (and expects) minimal effort or concern
for either staff satisfaction or work targets.
‘Country club' (1,9): the manager is attentive to staff needs and has developed
satisfying relationships and work culture — but with little attention to results.
‘Task management' (9,1): the manager concentrates almost exclusivesly on
achieving results. People's needs are virtually ignored, and work is organised so that
human elements interfere to a minimal extent.
'Team' (9,9): the manager achieves high work performance through 'Ieading '
committed people who identify themselves with organisational goals.
'Middle of the road' or 'dampened pendulum’ (5,5): a manager achieves
adequate performance through balancing the necessity to get work done with
maintain a satisfactory level of team morale. (Alternativly, the manager scores an
average of 5,5 as a result of swinging from one extreme to another!)
Adair Action- Centred leadership model

Adair Action- Centred leadership model

Style of leadership
McGregor: Theory X and Theory Y

Style of leadership
Theory X
Style of leadership
Theory Y
Style of leadership
Lewin’s leadership theory
• Autocratic leadership style

• Authoritarian leadership style
• Democratic (or participative) leadership style
• Laissez-faire (or free-rein) leadership style
Contingencies theory of leadership
Fiedler’s contingency model
• Three dimension of the model-

Fiedler’s contingency model

Vroom-Yetton Contingency model

House and House & Dessler’s Path-goal theory

House and House & Dessler’s Path-goal theory

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Leading and Influencing

in purchasing & supply

 Understand and apply leadership skills and behaviours that are

With ever-changing markets and increasing pressure on organisations to

Strategy is made up of two Greek words. The first is stratos, meaning a

Role and activities of leader

Role and activities of Procurement leader

Role and activities of Manager

 Qualities of a good leader-

 Directive/ autocratic/ coercive management style

Cultural difference in business

Hersey and Blanchard:

Tannenbaum & Schmidt

Tannenbaum & Schmidt

Tannenbaum & Schmidt

 Forces in deciding the type of leadership

Burns- Transformational leadership

Burns- Transformational leadership

Example from BOOK: Barak Obama

Traits approach of leadership

Stogdill- Quality of a leader

The Big 5 model of personality

The Big 5 model of personality

The Big 5 model of personality

The Big 5 model of personality

The Big 5 model of personality

The Big 5 model of personality

Functional/ group approach

Functional/ group approach

Blake and Mouton’s managerial grid

Blake and Mouton’s managerial grid

Adair Action- Centred leadership model

Adair Action- Centred leadership model

McGregor: Theory X and Theory Y

McGregor: Theory X and Theory Y

McGregor: Theory X and Theory Y

Lewin’s leadership theory

• Autocratic leadership style

Fiedler’s contingency model

• Three dimension of the model-

Fiedler’s contingency model

Vroom-Yetton Contingency model

House and House & Dessler’s Path-goal theory

House and House & Dessler’s Path-goal theory

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