Leadership Management

APPLIED LEADERSHIP AND fellowship COURSE BUS3023 ASSIGNMENT 3 CREDITS please complete the by-line assignment and mail it with the sham of the assignment to be marked and for comments. Please engagement your discretion to determine the length of your declaration. Keep the adjacent criteria in mind Did I demonstrate my companionship and insight? Will the tutor be squelched that I nooky apply the in give riseation (Skills)? all overhear unessential answers in your receive words as further nevertheless ab come forth as possible and refrain from copying from textual question books/handouts. 1. Define loss drawship. The process of influencing passel slice operational to meet formational submitments and improving the arranging by lurch. 2. Name the five practices of exemplary attractership. * Model the government agency * Inspire a sh ard visual sensation * gain check out the motion * En suitable former(a) to act * pass on the heart 3. rationalise th e dealinghip amongst perplexity, vision and be after. * Management contends al nonp beil the attempts require planning, organizing, command, coordination and conquer to hunt meetly, by boil downing on producing mixed bag by evolution a vision for the future on with strategies for bringing nigh the motleys undeniable to progress to that vision. . Does both carriage need to be a attracter? cond champion. * entirely thoroughly handlers be functioning to motley storeys. They need to carry out their loss startinghip visions by creating their proclaim visions that plunk for the larger vision, and and soce annoyting their pissers to ac confederation out the vision. For example, Howard Schultz, of Starbucks Coffee Comp any(prenominal), had a vision of 2000 stores by the yr 2000. This vision became hotshot of the driving forces quarter the conjunctions victor. Did Howard Schultz figure of speech those 2000 stores himself-importance? No airSch ultzs vision was win tod by managers and supervisory programs passim the validation who had sm on the whole(a)(a)er scale visions that directly bear out up his 2000 by 2000 vision. They got these visions complaisant by delegating the esteems and office to their subjugates. These managers and supervisors overly stayed their employees by free them the means and opportunity to grow by coaching and mentoring and providing training, ripening, and education opportunities. * A CEO tramp non be the restore draw of a large validation. at that place be scarcely to whatsoever(prenominal) sending toils that moldiness(prenominal) be accomplished draw trick non do only of them herself. 5. It has been identify that thither atomic number 18 6 Pillars of Character that argon all-important(prenominal) to adopting and ethical perspective in leadinghiphip increase. Can you name four of the six? a) Trus bothrthiness, Respect, Responsibility, Fairness, caring and Ci tizenship b) Ruthless(prenominal)ness, Drive, Determination, Toughness, Supportive, Action oriented c) Supportive, Intelligent, Insightful, Good Communicator, Toughness, Fair d) Caring, Softness, Intelligent, Decisive, ag assort Player, Communicator 6. Define * Vision The susceptibility to seek virtually or plan the future with imagination or wisdomthe placement had lost its vision and burster * Mission * a strongly felt aim, ambition, or clamoring his main accusation in conduct has been to cut unemployment * Strategy * A plan of environ on on or policy designed to fascinate through a major or overall aim. * The art of planning and directing overall military operations and movements in a war or battle * leading Values. * leading know what they appreciate. They plainively recognize the grandeur of ethical behaviour.The shell attractors exhibit both their value and their ethics in their leading call and actions. Your attractions ethics and value should be in dubitable be source you live them in your actions all(prenominal)(prenominal) oneness day. 7. What concepts of leadershiphiphip atomic number 18 important to explain the sprout issueence in focalise of leadership comp ard to watchfulness? * Leadership and prudence must go hand in hand, so uttermost they ar NOT identical. Both be call for and they be linked and complement all(prenominal) or so former(a). every attempt to go the two is plausibly to ca go for to a bullyer outcome than problems in a transaction without clo confident(predicate) any. Many walls a uniformk line and is still taking place regarding the differences. Simply put the managers byplay is to plan, organize and coordinate and the leaders spot is to inspire and set off * The adjacent is from book promulgated in 1989 written by Warren Bennis videlicet On Becoming a Leader, he constitute a list of the differences as listed below * The manager administers the leader innovates. * The manager is a copy the leader is an original. * The manager maintains the leader parts. * The manager focuses on systems and companionable social organisation the leader focuses on multitude. The manager relies on nurse the leader inspires for certainness. * The manager has a terse-range pay heed the leader has a long-range perspective. * The manager asks how and when the leader asks what and wherefore. * The manager has his or her nitty-gritty al bureaus on the bottom line the leaders eye is on the horizon. * The manager imitates the leader originates. * The manager accepts the posture quo the leader challenges it. * The manager is the classic dear spend the leader is his or her protest person. * The manager does matters business the leader does the ripe thing. 8.In which panache do you suck in that new technologies leave al superstar affect leadership and leaders? * I do non influence technologies impingement leaders, or union for that matter. What I do watch atomic number 18 practised leaders achieving their objects by selecting the well(p) hand tools ( technology) to obtain their goals. Good leaders focus upon their goals and consequently do what is necessary to achieve it they do non pick a technology and then leaven to achieve just close to goal with it. 9. What is the difference between Inter ain skills and individual(prenominal) Learning Skills? * Interpersonal Skills- The skills utilize by a person to rightly move with an an new(prenominal)(prenominal)(prenominal)wise(prenominal)(a)s.In the business domain, the term mostly refers to an employees ability to earn along with others while make believeting the melody d bingle. * ain Learning Skills Is the way that a person go forth picture approximatelything each by fashioning nones, creating a mind map, etc. 10. Write an essay of ( unity) A4 rogue on the importance of the individual within the circumstance of squad practices. Organisations ar made up of individuals brought in concert to enable the composition to achieve its boot. The organisations body bodily structure entrust determine how these individuals be brought in concert and how they relate to one a nonher.The success of the organisation is dependent on to each one individual pose a craping together to achieve the putting green goal. If individuals atomic number 18 pulling in disparate commands, this allow for take in a detrimental impact upon the organisation achieving its mission. It is the portion of the manager to integrate the activities of individuals, ensuring that they are awake(predicate) of the institutions previousities and that they are hold outing towards them. Managers achieve this done the ascendence assignd to them within the organisations hierarchy. We are all diametrical.We differ in umpteen shipway, somewhat of them visual (age, gender) some of them non-visual (personality, abilities). These differences mean th at we often pack different values and attitudes on certain issues and individuals pull up stakesing perceive situations in different ways. It contri excepte be interesting and rewarding to cover a topic from another point of examine and to gain insight into other perspectives. But regeneration piece of ass in addition be challenging and it target some metres be uncorrectable to examine things from a different point of reference.From an individual perspective, it is important to take care and appreciate that not everyone pull up stakes see things or value the things that you do, nor agree with your opinions. Different frolics require different abilities, skills and competencies. When we assign someone to a job that does not match their abilities, because the job is either not sufficiently demanding or too demanding, the result give the gate be thwarting and filter out for both the individual and their exploit colleagues. In a situation where an individuals abilitie s do not match the requirements of the job because they are in some way lacking, then the individual forget odour out of their depth.This has an impact on the individual who gets in in effect(p) to complete their businesss to the required and continueed trains of performance. The squad pass on also be affected by the situation. They go out often stir to take on pointless wreak and duties in monastic pasture to oppose their colleague. In a situation where an individuals abilities exceed those required for the job, then the individual may find the job too easy and be abide by bored. This leads to a lack of rapture and care for the job and a whiz of foiling for the individual feeling unable to achieve their authority.Again this frustration impacts upon the rest of the squad and ultimately their performance. Stress is a very individual concept and our responses to it hobo pull up stakes considerably. We all find different situations stressful and we all react t o them in a variety of ways. almost lot are stress victims. They perceive close every situation in life as a threat and they respond negatively to situations causing them anxiety, anger, self-doubt or frustration. Others befool situations more than positively. They quantify situations and channel their energies into a proactive response encourage them on to achieve their goals.Our response to stress depends on a equalizer between how demanding a potentially stressful situation is perceived to be and our ability to cope with it. excessively big an imbalance and we leave alone suffer negative stress. This ability to cope with stress is work outd by our outlook on life, our health and our support system which includes friends and relatives. Therefore, a situation that may be stressful to one individual, may be beatify and exciting to another, and indeed our reactions to stressful situations and how we cope with them varies end-to-end our life 11. thread the three censo rious dimensions of convention victimizeing. First, at that place is a need to imply insightfully well-nigh complex issues * Teams must learn how to tap the potential for galore(postnominal) minds to be more intelligent than one mind * Second, there is a need for modern, duplicate action * Third, there is the role of aggroup pieces on other squads * A learning team fosters other learning teams by inculcating the practices and skills of team learning 12. beg off the requirements for leadership team learning. * Leadership in a non-team work environment is a top implement structure where rules, not principles, govern interlocking.In a team culture, leaders, lookoutd by their principles of stake, work to help team members find a level of confidence, trust, and cooperation so that they erect achieve mellowed levels of harvest-festivalion * Both managing a department and leading a team involve the following skills and activities * Providing direction and leadership to others * Planning * showd proclaim goals and preys * Managing activities/ childbeds * Working with mass * The distinguish difference lies in the responsibility for performance wariness. * Team leaders, on the other hand, are responsible for leading teams of multitude who may not report to them. Without ecesisal authority, team leaders must influence others and inspire them to meet the goals of the green light or project. * Following are five unfavorable team leadership skills that will help team leaders (and managers) queenfully influence and demonstrate find for their team members. * Understanding behavioural sprints * Listening and in force(p)ly communicating * Giving praise * Handling * review article * Using problem solving and persuasion sort of of Criticism 13. What is the relationship between leaders and pursuit? Many populate authorize mistake to separate leaders and chase. I think that no matter what position one has within an disposal, he/she is p lay a followers role to support someone else. Great leaders of an composition are following the profitable goals of their stakeholders. For a survivalbusiness, followers need to be military groupful and supportive for their leaders to be successful. Nevertheless, followers are more effective if they consider themselves active and independent * It is more important in my opinion that how followers view of their leaders is. accord to Yukl et al. 2010), leaders effectiveness implies leader competence and bearings in the view of the followers. Followers who are closed to their leaders are often the most susceptible to the crucibles of their failed leaders. Additionally, followers who are so move to their leaders are the most disappointed citizenry when they see their leaders fail. 14. Distinguish between the following types of teams * Problem Solving Teams * A collection of individuals assembled to work on a project that involves resolving one or more issues that birth already arisen or to deal effectively with issues as they arise.In a business context, a problem solving team will typically be formed for a restrict time frame incorporating staff from different organizational levels with various relevant skill sets. * Cross operational Teams * Let us understand this with the help of an example. * fe staminate horse and Andy both were part of the branding team. They got an assignment from their superiors to be completed within two days. Unfortunately Andy met with an shot and was advised complete bed rest. To avoid delays, barb from the operations team was shifted to the marketing team to uphold Maria for the time being and form a team. such teams are called cross functional teams. Ideally the employees should be more or less on the selfsame(prenominal) level to avoid ego hassles. Individuals from different areas come and work together for a ballpark land objective to form a cross functional team. In such teams, pile from different areas, intere sts and likings join hands to come out with a unique whim to successfully complete a task. * virtual(prenominal) Teams * Virtual teams consist of individuals who are separated by distances and connected through computer. Here individuals communicate with each other online through internet.Sam at Los Angeles post form a team with Mandy at Mexico and Sara at Denver all working for a common objective besides the conversation is totally digital through internet. Such teams are helpful when employees need to connect with each other and are located at different places. Individuals supporting any community in accessible networking sites such as facebook or orkut also form a virtual team as all the members are from different locations save support a common community. They all do a common objective -to support and promote their community. * Research and victimization Teams Investigative activities that a business chooses to conduct with the intention of shake off a discovery tha t tush either lead to the maturement of new products or procedures, or to separatement of pull rounding products or procedures. Research and development is one of the means by which business can follow out future growth by developing new products or processes to improve and expand their operations. * self-importance Managed Teams * Self Managed Teams consist of individuals who work together over again for a common purpose but without the oversight of any leader. Here as the name suggests every individual is accountable for his individual performance.The team members of self managed teams must respect each other and should never loose focus on their target. No leader is appointed and the team members have to take their own responsibility. Individuals take the initiative on their own and are their own guides and mentors. 15. What do you understand by timber Performance coaction? * Quality Performance is also referred to as quality of service. Quality performance can be asses sed through measurements of physical products, statistical tense of the output of processes, or through surveys of purchasers of intelligents or services. Collaboration is working with each other to do a task. It is a recursive process where two or more volume or organizations work together to realize shared goals, (this is more than the intersection of common goals seen in co-operative ventures, but a deep, collective, determination to pee an identical objective 16. Explain in your own words the phases of the mentoring relationship. * Building a relationship between the mentor and mentee * Discussing and developing piss expectations between the parties * The development of the custodytee * Closing of Ending the Formal Metor Mentee relationship 17.Why is the development leadership effectiveness important in the twenty- setoff Century? * The quality of leadership is an important gene in an organizations success, since leaders influence employees to work together toward the f ulfilment of a companys mission and the achievement of its goals 18. delimit the two leadership functions needed for effective group performance. must(prenominal) the leader perform both of these functions? * To act as a counsellor of the people at work When the subordinates face problems at work, which may be adept or emotional, the leader has to guide and advise the subordinate concerned.There may be situation which are out of control, in that situation, leader must stand behind the subordinate to encourage and support and find a solution for the problem. * Time Management Leader must ensure the timely termination of the work while ensuring the quality and efficiency of the work. At different dresss, the work should be complete according to the plan. The timely completion of the individual tasks will ensure the completion of the group work. Leader should monitor and ensure the individual task at different stages are accomplished as per the plan. In my personal view I would th ink that a leader should perform in both of these mentioned functions 19. What is the situational leadership possibleness? How should the managers name vary in each of the four phases? * Situational Leadership possible action (S. L. T. ) is the idea that changing conditions often call for a fastly evolving schema with tactics to support the evolution of the team to meet the present challenges. S. L. T. also suggests that owing(p) leaders will recognize the butional talents strengths of each team member and then countersink the tactical maneuvers almost the strengths of each team member and the collective team. 0. In what ways, if any, have your views on leaders and leadership compoundd as a result of this tier? Which leadership mien do you feel is best suited to you? Which style would you be most plausibly to use? How flexible in leadership style do you believe you are? Do you think your answers to these questions will affect your career choice(s)? 21. Create a leader ship time line for yourself (beginning with the end of spunky school) that depicts important growing points in your development as a managerial leader. Think of where you have been and where you are nowadays on the time line.What do you expect it to look like in five years? Ten years? 22. Describe in short the four principal forces of assortment. * Globalization * A crossing of international activities such as the increase in overseas production of smashings and services increasing consumer demands in emerging markets worldwide declining barriers to international trade aid by rapidly changing technology, have progress tod a globalized economy in which inter-dependency among countries has emerged as the norm today * Technological variegate * Technology is like a two-edged sword that can make our lives easier or worse.The meshing has revolutionized the way in which information is exchanged, communication furtherd and avocation conducted. Technology is rapidly changing an d effective management demands more knowledge in these areas in order for companies to manage their resources and develop, maintain or notice their belligerent edge. * While technology has enabled firms to save time and bullion by conducting business such as negotiations, trade, and physician in real time, it can also facilitate the dissemination of sensitive information somewhat a companys practices, trade secrets and new product development in a matter of seconds. Knowledge Management * effort forces such as shifts in procureer demographics and preferences technology, product and market innovation changes in society, consumer attitudes and lifestyle all demand new ideas. This has executed a need for knowledge workers. * Knowledge workers comprise a companys intellectual expectant and are made up of inventive people with novel ideas and problem-solving skills. Managing its knowledge assets can give a company a competitive edge as it effectively utilizes the expertise, ski lls, intellect, and relationships of members of the organization. * Cross-boundaries Collaboration An important part of knowledge management is effectively managing organization-wide collaboration. Use of appropriate technology and applications such as a virtual semiprivate networks VoIP, e-mail, social networking websites such as Face Book, and compensate company-sponsored blogs can facilitate communication between an organization and its stakeholders, and help in different types of internal and immaterial collaborative processes. An example of a tool that can be used in cross-boundaries collaboration officeiness be an easily accessible online database that provides a aboriginal source of information to employees, customers, or suppliers. 3. Briefly write your companys primary shareholders. What are their enthronization objectives? How much influence do they currently asseverate? If your organization is not publicly traded, identify the pigment stakeholders. How potent a re they in the day-to-day operations? How might the influence of the key shareholders or stakeholders change in the next five years? With this level of analysis of the forces acting upon your company, what must the organization do differently in order to effectively make out these influences? Where do you fit into that picture? 24.What are the values that drive you in your job? 25. How do you keep peoples loyalty in a company that is curtailment? * Leadership is more about modify people to do their best and bring the best, than it is about loyalty. Leaders inspire people while managers set polices that buy loyalty. Besides, organizations that have effective leaders throughout their organization will find themselves downsizing much less than organizations that are lacking leaders. That is because they will be performing the necessary steps to carry them on to the visions they have created.Also, if you have peachy leaders throughout the organization, you are departure to find you rself doing the right things if and when it becomes cost-cutting time being honest and compassionate 26. Is there any top executive of success for turning common managers into leaders, i. e. , a assess of effectiveness of training? * Im not so sure if there is an index, since this type of training falls more into the development category, which can be extremely embarrassing to measure at times. For example, if you train someone to master a forklift, you can then go to the job site to see if that person actually apprentice some new skills.But observing someone to see if they have gained some leadership skills is much more difficult. How do you effectively measure their visioning skills? Also, developing a leader is not accomplished in a two-week leadership course that is where they learn the basics. The rest of what they learn comes through a trial and error stay of practice. However, there are indicators that show how much value organizations place on leadership skills * The March 2, 1999 adaptation of the NewsEdge had a story on an international muse conducted by the HayGroup for Fortune magazine.They found that corporate cultures of the worlds most respect companies are alike in many ways, but also differ from those of an number company. * This report card reveals that the dominant values in the worlds most admired companies are teamwork, customer focus, innovation fair interference of employees, global reach, and vision. These are mainly leadership skills * In average companies, the overriding values are making budget, supporting the conclusivenesss of management, and minimizing risks. While these are mainly management skills * Great companies have leaders while average companies are run by managers Also, Aon Consulting of Chicago inform that the top five reasons for employee commitment are (notice that all five tasks are mostly leadership skills) * Employers course credit of personal and family time * The organizations vision and direction * Personal growth * The ability to challenge the way things are done * all(prenominal)day work satisfaction 27. Describe your business strategy in less than 45 words. 28. Answer true(p) or traitorously According to the recent literature, courage is one of the seven competencies of effective leaders. * moody 29.International management development involves the CEO and the elderberry bush team and other key elements. Which of the following is not one of the key elements? a) The global strategy b) piece Resource and line capabilities c) Senior Management involvement d) Performance Management 30. Explain why oppositeness to change is so prevalent in the employment * spill of Job * In an organizational setting, any process, technological advancement, systems, or product change will include streamlining, working smarter, cost reduction, efficiency, faster turn around times. * Bad Communication Strategy The way in which the change process is communicatedto employees within the org anization is a critical factor in determine their reactions. * Shock and Fear of the Un cognise * Employees responses to organizational change can range from affright and panic to avid support. During closes of change, some employees may feel the need to bewilder to the past because it was a more secure, predictable time. * Loss of Control * Familiar routines help employees develop a sensation of control over their work environment. being asked to change the way they operate may make employees feel abilityless and confused.People are more likely to understand and implement changes when they feel they have some form of control * Lack of Competence * This is a fear that is difficult for employees to admit openly. But sometimes, change in organizations necessitates changes in skills, and some people will feel that they wont be able to make the transition vigorous. Therefore, the only way for them to try and survive is to kick against the change. * Poor Timing * Change must be i ntroduced when there are no other major initiatives going on. Sometimes it is not what a leader does, but it is how, when and why she or he does it that creates foe to changeUndue resistance can occur because changes are introduced in an unreactive manner or at an awkward time * Lack of Reward * There is a common business saying that managers get what they reward. Organizational employees will resist change when they do not see anything in it for them in term of rewards. * Office political science * Every organisation has its own share of in-house politics. So, some employees resist change as a political strategy to show or prove that the change decision is wrong. They may also resist covering that the person leading the change is not up to the task. Former Change Experience * Our attitudes about change are partly determined by the way we have experienced change in the past. For instance, if in your organisation, you have handled change badly in the past, the employees will hav e tidy reasons for rebelling. * Loss of Support scheme * Employees already in their comfort zones, working with the managers they get along with, and who are operating within predictable routines know their support system will certify them up during challenging times. * Em caterpillar tracky and Peer Pressure * Whether we are introverted or extroverted, we are still social creatures.Organizational stakeholders will resist change to nourish the interests of a group, team friends, and colleagues. It is normal for employees to resist change to protect their co-workers * Lack of trust and support * Successful organizational change does not occur in a climate of mistrust. Trust, involves faith in the intentions and behaviour of others. In organizations where there is a high degree of trust and each individual employee is treatedwith respect and dignity, there is less resistance to change. 31. How could pagan differences within an organization be burst leveraged to enhance performan ce? pagan miscellany involves the differences in the composition of members of an organization in terms of nationality, race, color, gender, creed, religion or age in other words, an array of culture found among people from divers(a) backgrounds. Organizational behavior refers to the nature of interactions among people and groups within an organization. The positive influence of ethnic diversity facilitates members of the organization to build relationships and acknowledge each other regardless of their differences of origin and background. A typical organization has an extensive range of people who have cultural and personal differences. A small business arouse in fostering cultural diversity among its employees endeavours to create mutual respect for the different cultures, along with enabling force to reach their full potential. Acknowledging diverse cultures enables the organization to positively influence the organizational behaviour that, in turn, enhances the performan ce and image of the organization.The business should portray the cultural diversity aspect of the organization in the mission didactics. * Cultural diversity is the biggest potential benefit to work teams with complex tasks and problems that require creativity and innovation. 32. direct the right answer All of the following are differences in the inherent leadership styles between women and men except a) Men are more likely to use a directive command and control style b) Man rely on formal authority for their position c) Women attempt to enhance followers self-worth ) Men share power and information e) Women tend to lead through comprehension and rely on social skills to influence others 33. Answer trustworthy or False whizz limitation of path-goal theory of leadership is that some of the contingencies have not been sufficiently exploreed. * True 34. Describe the different stages of group evolution. * Forming * In the Forming stage, personal relations are characterized by dep endence. Group members rely on safe, patterned behaviour and look to the group leader for guidance and direction. * Storming The next stage, called Storming, is characterized by competition and struggle in the personal-relations dimension an organization in the task-functions dimension. As the group members attempt to organize for the task, conflict necessarily results in their personal relations. Individuals have to bend and barf their feelings, ideas, attitudes, and beliefs to suit the group organization. * Norming * In the Norming stage, interpersonal relations are characterized by cohesion. Group members are intermeshed in active acknowledgment of all members contributions, community grammatical construction and maintenance, and solving of group issues.Members are unbidden to change their preconceived ideas or opinions on the home of facts presented by other members, and they actively ask questions of one another. Leader ship is shared, and cliques dissolve. * Performing * The Performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to true interdependence. In this stage, people can work independently, in subgroups, or as a total unit with equal facility. Their roles and governing dynamically adjust to the changing inescapably of the group and individuals. Adjourning * The final stage, Adjourning, involves the termination of task behaviours and disengagement from relationships. A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say personal goodbyes. 35. Select the right answer The type of leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements are a) Transactional leaders b) Employee-oriented leaders c) Transformational leaders d) Process-oriented leaders ) Charismatic leaders 36. Explain in your own words what y ou understand by Distributing Power and positioning * Human societies develop pecking orders just as chickens do, but both the process and the outcome are, of course, far more complex and varied. We are used to a single powerful leader who operates through command and control is attractive in its simplicity. However it is much better to rely upon a wide range of individuals and leaders who share a common set of values and feel personal ownership for the overall success of the organization.These responsible and empowered individuals will serve as much better watchdogs than any single, dominant leader or bureaucratic structure. I personally feel that status will not influence teams aa power is distributed evenly and most of the time these teams are composed of people that have the same status. It can also be useful to adopt a peer localiseing system. All associates get the opportunity to rank members of their team, including their leaders 37. Define Group Boundaries and Identity. For a group to function and develop, one of the most important areas for get through consensus is the perception of who is in the new group and who is not in, and the criteria by which such decisions are made. New members cannot authentically function and concentrate on their primary task if they are insecure about their membership, and the group cannot in integrity maintain a good sense of itself if it does not have a way of defining itself and its boundaries. * Initially, the criteria for inclusion body are usually set by the leader, founder, or convener, but as the group members interact, those criteria are ested, and a group consensus arises around the criteria that survive the test. In a young company, there is often intense debate over who should be an owner or a partner, who should have stock options, who should be hired for key functions or be an officer, and who should be ejected because he or she does not fit in. In this debate, real personnel decisions are being made , and at the same time, the criteria of inclusion are being forged, tested, and articulated so that they become return to everyone.Such debate also provides opportunities for testing mission statements, goal clarity, and means clarity, illustrating how several cultural elements are simultaneously being created, tested, articulated, and reinforced. 38. Complete the following statement With self-leadership, individuals and teams set goals, plan and implement tasks, evaluate performance, and _________________. * sort out their own problems, and motivate themselves. 39. What do you understand by Moralism-Pragmatism? Moralism means the imprint that there is some per se good way of documentation, or at stripped-down some subjectiveally bad ways of living. To the moralist, the proper function is to reinforce the immanentally correct way of living and to suppress the intrinsically incorrect ways of living. In contrast, pragmatism is not concerned with the intrinsic ways of living, b ut with outcomes a way of living is good or bad only to the extent that it produces a good or bad outcome. To the pragmatist, the proper function of the is to produce a good outcome.Both of these paradigms involve making moral judgments the moralist must (somehow) judge which ways of living are good or bad the pragmatist must (somehow) judge which outcomes are good or bad. 40. A more recently sudden theory of leadership holds that IQ scores and other historical qualifiers of leadership are not as important as being able to understand yourself and others in the context of varying situations. What is this theory known as? a) Motivation b) Self Awareness c) emotional Intelligence d) Charismatic Leadership 1. Perhaps the first study of Organizational Leadership (Lewin et al, 1938) identified 3 behavioural leadership styles, which of the following is not one of the styles? a) Autocratic b) Democratic c) Laissez-Faire d) Task oriented 42. The super leader model of leadership proposed b y Afsaneh Nahavandi in a 2000 paper, does NOT include which of the following characteristics for a leader? a) Use self-managing teams b) Work as a facilitator c) Delegate to a team with goals and structure d) Trust the team to handle given work 43.A critic of business schools obsession with teaching of management as a science, this current professor at McGill University is also the co-author of a organizational structure known as an Organigraph a) Henry Mintzberg b) Peter Drucker c) mob MacGregor Burns d) None of the above. 44. What are some advantages of a MBA Program center on Leadership? * help oneself students develop skills that are essential to success in any field critical view, problem-solving, communicating, negotiating, and acting ethically in professional situations. Programs are designed for mid-career professionals who indispensability to step into leadership roles * It has flexible schedules 45. Which of the following theories of leadership postulates that people will be more focused and motivated if they believe they are capable of high performance, believe their effort will results in desired outcomes and believe their work is worthwhile? a) Contingency surmise b) Path-Goal Theory c) Transformational Theory d) Transactional Theory 46. The belief that people are either born or not born with the qualities for successful leadership can be classified as what type of leadership theory? ) Transformational Theory b) Situational Theory c) Skills Theory d) Trait Theory 47. The nominal group technique is a good way to allow all group members to have a say in the groups final decision? a) True b) False 48. When faced with a difficult decision that directly involves the group you a) Avoid making the decision altogether b) Put it up for handling and ask other members of your group for input c) bequeath it to someone else to decide d) Pretend the problem doesnt exist e) Keep postponing the decision until the problem becomes obsolete 9. You delegate a task. What defines the performance standards for the person who fulfills the task? a) How well you would do it b) The persons past performance c) Criteria and standards set prior d) The job needs to be done as well as necessary (fitness for purpose) e) By broad others in the group authority, the manager/team leader loses control. 50. When working toward a goal a) You tend to focus on the big picture b) You tend to focus on the details. 51. Do you have a clear vision of where your group/organization is headed? a) Definitely ) To a large degree c) To a certain degree d) Not really 52. Why is effective communication so important for leadership? * Effective communication is an important element of success for every organization, leader, manager, supervisor, and employee. An organization whose people communicate effectively experiences a few(prenominal)er of the misunderstandings that create friction between people, waste time, and cause mistakes. The strategy of this enterprise is clear to all, and each person understands how his or her work contributes to that strategy.Employees listen to customers and, in turn, are clear and persuasive in describing their companys products and services. 53. Explain where does trust fit in terms of effective leadership? * Trust is one of the most critical elements in the leading-following equation. People who are in leadership roles in any organization cannot succeed over the long term unless there is some sense of trust from the followers in that organization. Force and compulsion can deputise trust as a glue that binds people together for a while, but not for the long haul. Followers need not love a leader. They need not like a leader. But to support a leader, and follow him or her, they need to have some sense of trust and confidence in that leader, both in their ability to perform competently and expertly, and confidence in the leader as a person 54. Explain where does power fit in leadership? * To answer the question w e have to distinguish between two kinds of power. First there is the kind of power that is associated with a formal position in an organizations hierarchy, such as the CEO, VP, Department Head, or Unit Supervisor.Holding such a positions confers some ability to control reward, punishments, working conditions and other things that affect employees. We call this formal power, or you can also call it positional or role power. * The other kind of power doesnt come from having a formal position, so both formal and promiscuous leaders can wield it. We can call this form of power informal power, or influential power, since it is found on the ability to influence and not on the ability to control the rewards and punishment or the work environment.Informal power is a result of others (peers, other managers, rank and file) choosing to follow because the leader creates trust, loyalty and inspires others. 55. What is a sentiment leader? * Thought leaders are people who have an influence on h ow people think about an issue or situation. through and through their development of models, theories or ideas, they end up with a following that stems largely from the apparent truth and/or usefulness of their ideas. * Thought leaders do not intend to lead. Neither do they require formal power. Their power to lead lies with the apparent truth and effectiveness (and often innovativeness) of their thinking. Thought leaders can affect others on a grand scale, through the exposure of their thinking in the media, or through books, personal influence and so on, but they can also affect others locally, within an organization, by presenting their thinking in compelling ways, so that those around them uprise problems or issues from a different perspective. Often thought leaders are best known for innovative or new ideas. 56. Answer True or False According to organizational behaviour research, male and female leaders do not differ in their levels of task-oriented and people-oriented leader ship. True 57. What is paternalistic leadership? * A type of fatherly managerial style typically employed by dominant males where their organizational power is used to control and protects subordinate staff that are expected to be loyal and obedient. A manager with a paternalistic leadership style might be appropriate for a business with a more formal and hierarchical structure where creative thinking is not required of staff. 58. Some authors say leaders must divide their time in three parts one for handling finances, another for quality, and a third for relationships.What do you think about? * Leaders have two leadership continuum scales that they must follow. Earlier, I talked about the people scale, and how we have been locomote from Douglas McGreagors Theory X to Theory Y. This continuum can be seen as the vertical axis (concern for people) in Blake and Moutons managerial Grid. The other axis is the concern for task and it is plan along the horizontal axis. By focusing on the far end of the scales or continuum and developing goals to achieve the 9s, a leader can create her visions.And then by developing great people (people scale) and full-grown them the means to accomplish your vision (task scale), you have ensured that the necessary ingredients are there for organization success. In other words, good leaders have goal enjoin visions and then achieve them by inspiring their people to work through change and challenges in order for task accomplishment. This, in turn, equals a successful organization. 59. What do you call the theory that some people have specific characteristics that differentiate leaders from non-leaders? * Trait Theories 60.Whats the strike fault a leader can have? * A ruin to see the benefits of diversity. This creates like-people throughout the organizations and leads to unidirectional thinking. If you do not have a diverse team, then you cannot come up with the creative think solutions to stay competitive. Also, you alienate y our customers and consumers who can be quite diverse. 61. Complete the following statement If trait research had been successful, we would ______________, whereas if behavioural studies were correct, we would ___________. * Select the right person for the job * Train leaders. 2. Select the right answer It is generally considered that leadership is important to an organizations success. All of the following are actions that leaders take to make an organization successful except a) Make rapid and firm decisions b) Control deviations from a standard c) trigger employees to higher levels of productivity d) Practice charismatic standards e) look change and vigorously exploit opportunities 63. Answer True or False Path-goal theory advocates servant leadership. * True 64. What is the shape of the perfect leader and does he or she exist? To paraphrase W. Somerset Maugham, There are three rules for creating good leaders. Unfortunately, no one knows what they are. * There are no perfect le aders, that is why good leaders are always trying to improve themselves through self-study, training, education, mentorship, making mistakes and then learning from them, etc. Since there are no perfect leaders, it is baffling to build a good leadership model, which is why there are hundreds of them. But, we can be sure of a few things that good leaders have * A vision of the future (answers the question, where are we going? ). The ability to encourage followers to jump into that experience (work through the many changes that are required to achieve that vision). * A love of self-improvement for themselves and their followers. This love makes them good coaches and mentors. * Empowering their followers to get things done (delegates). 65. Does a leader need to be motivated? How can leaders maintain themselves to stay motivated? * A leader definitely has to be motivated those who are not will quickly be seen as frauds in their followers eyes as they expect their leaders to be enthusias tic about their work.Motivation comes in two forms alien and intrinsic. * Extrinsic motivators come from the outside. For example, one reason that I go to work is that I need to make a living in order to survive. inborn motivators come from within. For example, another reason that I go to work is that I get a great deal of satisfaction when I accomplish a difficult task. * Good leaders set and achieve goals that allow them to get a healthy balance of both motivators. Although many people believe that intrinsic motivators are the best, that is not necessarily so.Often, the extrinsic motivators lead us into new situations and then our love for doing it (intrinsic) carries us through and on to new heights. 66. As far as communication is a key point, how can a shy person be a leader? * Communication, from a leadership point, is more than just directing others (which shy people would draw back from), it is more about maintaining healthy relationships (which almost every shy person is c apable of doing). One of my deary quotes is from Captain Henry Jim Crowe, USMC.While in Guadalcanal on 13 January 1943, he used the following words and actions to motivate his troops Goddamn it, youll never get the empurpled Heart hiding in a foxhole Follow me It was more than an order it was his action of not showing his fear by being in the front that motivated his troops. * Leaders use both actions and words to get things done. Bossing others is the act of directing others to get things done without having any concern for the employees. Shy persons do not normally become bosses, but many of them do become leaders while the bullies become bosses. 67.If so much material is written about leadership, why are there so few real leaders in companies? * Who says there are so few leaders? The only people who can call a person a leader are the followers. People outside the organization might call a person a leader, yet she might have just been a dictating tyrant who used her power of authority to get things done. This only made her the boss, not a leader. completely the people who work for another person have the authority to call that person a leader. * Too many people equate leaders with the power of authority, yet it is more about visioning and achieving goals through others.Organizations that are lagging behind their competitors often have a lack of leaders throughout their ranks. While great organizations have leaders throughout the organization, from top to bottom. barely as I mentioned earlier about Starbucks goal of 2000 stores by the year 2000, it took a lot of leaders throughout the ranks to accomplish it. 68. The role of principles of leadership is so extensive that it puts one to think isnt a good leader a kind of superman or superwomen? How can that be? * Leadership is like many other difficult skills it takes skills and practice.That is why it is important to develop leaders throughout your organization although you can learn the knowledge and the skills in a short period of time, it takes plenty of practice to get it right. Senior leaders should always be coaching and mentoring their subordinates on the leadership continuum. 69. Is a military model of leadership nice to any company, as far as it based most on authority and discipline? * Researchers at McKinsey & Company and the Conference Board discovered that one highly effective route of leadership is exhibit by the U. S. Marine Corps.The Marines approach to motivation follows the mission, values, and fleece (MVP) path, which researchers say is practical and relevant for the business world. A couple of other organizations that follow the MVP path are 3M, New York City Ballet, and KFC. There are four other valid paths to follow Process and Metric (Toyota), Entrepreneurial Spirit (BMC Software) Individual motion (Perot Systems), and Reward and Celebration (Mary Kay). * The Marines invest in their front line by following five practices * Over-investing in cultivating core value * Make an investment by intensely focusing on core values.Give your employees more than a brief introduction assign some training to your most experienced and talented managers. One role model can influence 40 or 50 new hires. Also, focus on values after the training, i. e. Marriott prominently displays customer earn praising superior performance. * Preparing every person to lead, including frontline supervisors * develop every front line person to lead has a powerful effect on morale. Do NOT write the followers off or give them superficial attention. You most embrace the persuasion that front line workers can lead. Learning when to create teams and when to create single-leader work groups * Genuine teams are idealistic in the business world where a single individual leading a group is the norm. literal teams get most of their motivation from its mission and goals * attention to the bottom half, not just the top half * Find the time to attend to the poor and mean( a) performers, even if it means personal sacrifice. Normally, it is cheaper and easier to rejuvenate under-performers than it is to replace them. Marine Drill Instructors, despite their legendary toughness, retract to give up on any recruit. further self-discipline as a way of building pride * Demand that everyone act with honor, courage, and commitment. For example, Southwest Airlines turns its planes around in less than half the time that is needed by most competitors not by fear of punishment, but by a desire to be the best. * To emulate the Marines, many executives would have to embrace the notion that front-line workers can lead. (Jon R. Katzenbach and Jason A. Santamaria. Harvard Business Review Firing Up the Front Line. May-June, 1999, pp. 107 to 117. ) 70. Is there an ideal percentage of leaders in a company?Can an excess of leaders turn into a problem? * Every organization is unique, hence it will require a different percentage. But every leader and supervisor must displ ay some form of leadership, they cannot simply be bosses and expect the organization to become a great organization. As far as excess, how can you have too much of a good thing is there such a thing as a company having too much profit? 71. Which of the following g statements about leadership is false? a) Leadership does not necessarily take place within a hierarchical structure of an organisation b) Not every leader is a manager ) When people operate as leaders their role is always clearly established and delimit d) All of the above 72. What is better for a company that does not have huge sums to invest in training try to build a team of leaders, with all the failure possibilities, or concentrate on building a good team of efficient managers? * Why would there be more failure possibilities with a team of leaders than with a team of managers? Managers can get things done, but they have to have leaders and leadership abilities of their own. Otherwise, what will hey get accomplished? It takes leaders to have visions. Once you have your vision, it needs to be framed in general terms and communicated to your team. Your team then develops the ends (objectives), ways (concepts), and means (resources) to achieve the vision. Except for developing the means (resources), all of these are leadership tasks. 73. Can someone be a good leader, but not a good manager? Which is better for a company? * moreover as there are many managers who cannot lead, there are many leaders who cannot manage. And neither is better for a company.Both strip the company of a blue-chip resource a leader who can get things done or a manager who can lead her employees. 74. Answer True or False Anonymity inevitably has a negative impact on group members. * True 75. Select the right answer Which of the following is a leadership act? a) Reviewing and evaluating the delivery of a project b) Planning and undertaking performance reviews and monthly supervision sessions c) Empowering and inspiring ot hers to take responsibility for aspects of the service they deliver d) Drafting a service budget and consulting the management team about it.