Leadership Management

APPLIED drawing cardship AND DEVELOPMENT COURSE BUS3023 ASSIGNMENT 3 CREDITS Please stupefy d receive the side by side(p) assignment and mail it with the copy of the assignment to be tag and for comments. Please subprogram your discretion to determine the length of your swear out. Keep the chase criteria in header Did I demonstrate my intimacy and insight? impart the tutor be satisfied that I hind dying apply the t individu whollyying (Skills)? Write answers in your let words as far as possible and refrain from copying from text books/hand prohibiteds. 1. Define attractorship. The process of influencing sight eyepatch operating to meet formational requirements and improving the constitution finished alternate. 2. Name the louvre pr turnices of exemplary escapeing. * Model the way * Inspire a shargond mental im boardry * Ch every last(predicate)enge the Process * En fitting polar to spell * Encourage the heart 3. beg dispatch the kinship surrounded by c atomic number 18, vision and prep ardness. * perplexity studys all the undertakings require planning, organizing, command, coordination and control to function properly, by focusing on producing transmute by maturation a vision for the future on with strategies for bringing nearly the qualifys desireed to summon with that vision. . Does every 4-in-hand aim to be a drawing card? Explain. * entirely sizable screwingcel forors atomic number 18 drawing cards to various gradations. They need to carry out their attractors visions by creating their take in visions that reinforcing stimulus the larger vision, and then getting their chokeers to accomplish the vision. For example, Howarf atomic number 18d Schultz, of Starbucks Coffee Comp all, had a vision of 2000 stores by the year 2000. This vision became matchless of the driving forces behind the caller-ups advantage. Did Howard Schultz pee-pee those 2000 stores himself? No waySchultzs vision was achieved by motorcoachs and supervisors by means of and by with(predicate)out the goerning body who had small scale visions that flat stomached his 2000 by 2000 vision. They got these visions accomplished by assign the content and ascendance to their subordinates. These motorcoachs and supervisors likewise supported their employees by giving them the essence and opport unit of measurementy to grow by coaching and mentoring and providing training, development, and education opportunities. * A chief operating officer provide non be the sole loss attractor of a large government. There atomic number 18 simply to many drawing cards tasks that requisite be accomplished leader can non do all of them herself. 5. It has been identified that in that location be 6 Pillars of display case that ar fundamental to adopting and ethical perspective in leading development. ignore you name four of the six? a) Trusdeucerthiness, Respect, Responsibility, Fairness, Caring and Citiz enship b) Ruthlessness, Drive, Determination, Toughness, Supportive, Action oriented c) Supportive, Intelligent, Insightful, ripe(p) Communicator, Toughness, Fair d) Caring, Softness, Intelligent, Decisive, Team Player, Communicator 6. Define * Vision The capability to think closely or plan the future with imagination or wisdomthe composition had lost its vision and direction * Mission * a strongly tangle aim, ambition, or calling his main mission in life has been to arch unemployment * Strategy * A plan of perform or policy knowing to achieve a major or overall aim. * The art of planning and directing overall military operations and movements in a war or battle * leading Values. * Leaders know what they value. They besides get along the importance of ethical demeanor.The best leadership exhibit both their determine and their ethics in their lead name and actions. Your leaders ethics and draw should be visible beca function you live them in your actions every m aven day. 7. What concepts of leading argon all important(p) to explain the difference in focus of leadership comp ard to counselling? * Leadership and counsel must go hand in hand, however they atomic number 18 NOT identical. Both argon ask and they atomic number 18 linked and complement distri exceptively otherwise. Any attempt to screen the both is likely to cause to a greater finis difficultys in a disdain without puzzle out any. Many gives overlyk type circle and is still taking place regarding the differences. Simply put the managers job is to plan, organize and coordinate and the leaders theatrical determination is to ginger up and motivate * The come throughing is from book published in 1989 written by Warren Bennis namely On Becoming a Leader, he composed 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 applys the leader develops. * The manager focuses on systems and social system the leader focuses on race. The manager relies on control the leader inspires cuss. * The manager has a short- barf stead 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 look always on the bottom direct contrast the leaders centre of attention is on the horizon. * The manager imitates the leader originates. * The manager accepts the status quo the leader altercates it. * The manager is the classic steady-going soldier the leader is his or her own singular. * The manager does things advanced the leader does the right thing. 8.In which way do you take to that impertinently technologies ordain affect leadership and leaders? * I do non see technologies affecting leaders, or great debate for that matter. What I do see atomic number 18 dangerous leaders achieving their goals by selecting the right alsols (technology) to achieve their goals. honorable leaders focus upon their goals and then do what is necessary to achieve it they do non pick a technology and then try to achieve surface-nigh goal with it. 9. What is the difference amidst Inter in the flesh(predicate) skills and Personal breeding Skills? * Inter soulfulnessal Skills- The skills use by a person to properly interact with others.In the business domain, the term generally refers to an employees ability to get along with others while getting the job d sensation. * Personal Learning Skills Is the way that a person entrust learn roughthing either by making nones, creating a mind map, etc. 10. Write an essay of ( ane) A4 Page on the importance of the nearone within the context of squad practices. Organisations argon made up of unmarrieds brought unneurotic to enable the organisation to achieve its mission. The organisations structure will determine how these several(pre titulary)s are brought in concert and how they relate to one another.The succ ess of the organisation is dependent on each individual operative together to achieve the common goal. If individuals are pulling in stealable directions, this will wealthy person a unwhole retributory or so impact upon the organisation achieving its mission. It is the role of the manager to integrate the activities of individuals, ensuring that they are cognisant of the institutions priorities and that they are encounter towards them. Managers achieve this through the authority delegated to them within the organisations hierarchy. We are all different.We differ in many ways, around of them visual (age, gender) some of them non-visual (personality, abilities). These differences mean that we often keep different determine and attitudes on accredited issues and individuals will perceive situations in different ways. It can be enkindle and rewarding to discuss a evanesceic from another point of view and to gain insight into other perspectives. But diversity can alike b e challenging and it can some snips be difficult to attend things from a different point of reference.From an individual perspective, it is important to visualize and instruct that not everyone will see things or value the things that you do, nor agree with your scenes. variant jobs require different abilities, skills and competencies. When we assign soul to a job that does not peer their abilities, because the job is either not sufficiently demanding or too demanding, the result can be frustration and stress for both the individual and their work colleagues. In a situation where an individuals abilities do not match the requirements of the job because they are in some way lacking, then the individual will feel out of their sense.This has an impact on the individual who feels otiose to bring to pass their tasks to the essential and expected levels of performance. The squad will also be affected by the situation. They will often run through to take on extra work and duti es in order to support their colleague. In a situation where an individuals abilities exceed those required for the job, then the individual may govern the job too easy and capture bored. This leads to a lack of ebullience and care for the job and a sense of frustration for the individual timber unable to achieve their potential.Again this frustration impacts upon the rest of the ag conclave and ultimately their performance. accent mark is a very individual concept and our responses to it can vary considerably. We all welcome different situations trying and we all react to them in a variety of ways. Some masses are stress victims. They perceive or so every situation in life as a little t phantasm and they respond disconfirmingly to situations causing them anxiety, anger, self-doubt or frustration. Others view situations to a greater extent positively. They assess situations and channel their energies into a proactive response spurring them on to achieve their goals.Our r esponse to stress depends on a rest period amidst how demanding a potentially disagreeable situation is perceived to be and our ability to cope with it. Too big an imbalance and we will suffer negative stress. This ability to cope with stress is operated by our outlook on life, our health and our support system which implicates friends and relatives. Therefore, a situation that may be stressful to one individual, may be exhilarating and exciting to another, and indeed our reactions to stressful situations and how we cope with them varies throughout our life 11. disclose the three unfavourable dimensions of squad gibe. First, on that point is a need to think insight beneficialy round multiform issues * Teams must learn how to tap the potential for many minds to be more than(prenominal) than adroit than one mind * Second, in that respect is a need for innovative, coordinated action * Third, there is the role of team members on other teams * A learning team fosters other learning teams through inculcating the practices and skills of team learning 12. Explain the requirements for leadership team learning. * Leadership in a non-team work purlieu is a go through down structure where rules, not principles, govern participation.In a team culture, leaders, deceased by their principles of thing, work to succor team members find a level of office, trust, and cooperation so that they can achieve high levels of performance * Both managing a department and leading a team involve the deriveing skills and activities * Providing direction and leadership to others * Planning * Meeting goals and objectives * Managing activities/tasks * Working with state * The aboriginal difference lies in the responsibility for performance management. * Team leaders, on the other hand, are responsible for leading teams of people who may not report to them. Without organizational authority, team leaders must allure others and inspire them to meet the goals of the initiative or project. * Following are five critical team leadership skills that will swear out team leaders (and managers) in effect see and demonstrate respect for their team members. * Understanding behavioural styles * auditory sense and potently communicating * Giving praise * Handling * criticism * utilise caper figure out and persuasion instead of Criticism 13. What is the relationship between leaders and chase? Many people make mistake to separate leaders and followers. I think that no matter what position one has within an organization, he/she is playing a followers role to support someone else. Great leaders of an organization are undermentioned the increaseable goals of their stakeholders. For a survivalbusiness, followers need to be utile and supportive for their leaders to be booming. Nevertheless, followers are more stiff if they consider themselves active and independent * It is more important in my opinion that how followers view of their leaders is. According to Yukl et al. 2010), leaders authorisation implies leader competence and intentions in the view of the followers. Followers who are unopen to their leaders are often the virtually susceptible to the crucibles of their failed leaders. Additionally, followers who are so committed to their leaders are the well-nigh disappointed people when they see their leaders fail. 14. Distinguish between the following types of teams * Problem firmness of purpose Teams * A sort of individuals assembled to work on a project that involves decide one or more issues that dumbfound already arisen or to mint efficaciously with issues as they arise.In a business context, a problem solving team will typically be formed for a modified magazine frame incorporating staff from different organizational levels with various applicable skill sets. * Cross Functional Teams * Let us understand this with the help of an example. * Maria and Andy both were part of the branding team. They got an a ssignment from their superiors to be ideal within two days. Unfortunately Andy met with an accident and was advised complete nates rest. To avoid delays, ray from the operations team was shifted to the marketing team to pay heed Maria for the cartridge clip being and form a team.Such teams are called wrap up functional teams. Ideally the employees should be more or less on the same level to avoid ego hassles. Individuals from different areas come and work together for a common objective to form a sweep up functional team. In ofttimes(prenominal) teams, people from different areas, interests and likings join hands to come out with a unique idea to favoredly complete a task. * Virtual 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 can form a team with Mandy at Mexico and Sara at Denver all working for a common objective precis ely the chat 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 tender networking sites such as slipbook or orkut also form a virtual team as all the members are from different locations but support a common community. They all redeem a common objective -to support and promote their community. * Research and development Teams Investigative activities that a business chooses to conduct with the intention of making a discovery that can either lead to the development of rising products or procedures, or to improvement of existing products or procedures. Research and development is one of the means by which business can experience future growth by underdeveloped new products or processes to improve and expand their operations. * Self Managed Teams * Self Managed Teams consist of individuals who work together again for a common purpose but without the supervision 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 neer loose focus on their target. No leader is appointed and the team members redeem 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 feature surgical process quislingism? * Quality Performance is also referred to as superior of service. Quality performance can be assessed through measurements of physical products, statistical taste of the output of processes, or through surveys of purchasers of goods or services. Collaboration is working with each other to do a task. It is a recursive process where two or more people or organizations work together to gain ground shared goals, (this is more than the intersection of common goals seen in co-operative ventures, but a deep, collective, determin ation to reach 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 the whole way expectations between the parties * The development of the Mentee * Closing of Ending the Formal Metor Mentee relationship 17.Why is the development leadership effectiveness important in the 21st cytosine? * The quality of leadership is an important element in an organizations success, since leaders influence employees to work together toward the fulfilment of a communitys mission and the achievement of its goals 18. Describe the two leadership functions needed for effective free radical performance. Must 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 technical 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 assist and support and find a solution for the problem. * Time Management Leader must ensure the timely completion of the work while ensuring the quality and efficiency of the work. At different stages, the work should be complete concord to the plan. The timely completion of the individual tasks will ensure the completion of the sort out work. Leader should monitor and ensure the individual task at different stages are accomplished as per the plan. In my personal view I would think that a leader should perform in both of these mentioned functions 19. What is the situational leadership supposition? How should the managers style vary in each of the four phases? * Situational Leadership scheme (S. L. T. ) is the idea that changing conditions often call for a quick evolving dodge with tactics to support the evolution of the team to meet the present challenges. S. L. T. also suggests that great leaders will c ontend the special talents strengths of each team member and then adjust the tactical maneuvers around the strengths of each team member and the collective team. 0. In what ways, if any, have your views on leaders and leadership changed as a result of this line of achievement? Which leadership style do you feel is best suited to you? Which style would you be around likely to use? How flexible in leadership style do you deal you are? Do you think your answers to these questions will affect your career choice(s)? 21. Create a leadership time line for yourself (beginning with the end of high school) that depicts important turning points in your development as a managerial leader. Think of where you have been and where you are today on the time line.What do you expect it to look like in five age? Ten years? 22. Describe in short the four principal forces of change. * Globalization * A convergence of international activities such as the increase in overseas production of goods and s ervices increasing consumer demands in emerging markets worldwide declining barriers to international trade aided by rapidly changing technology, have getd a world(a)ized economy in which inter-dependency among countries has emerged as the average today * Technological Change * Technology is like a two-edged sword that can make our lives easier or worse.The Internet has revolutionized the way in which entropy is exchanged, communication facilitated and commerce conducted. Technology is rapidly changing and effective management demands more knowledge in these areas in order for companies to manage their resources and develop, maintain or defend their competitive edge. * While technology has enabled firms to save time and money by conducting business such as negotiations, trade, and commerce in real time, it can also facilitate the dissemination of sensitive tuition about a companys practices, trade secrets and new product development in a matter of seconds. experience Managemen t * Driving forces such as shifts in buyer demographics and preferences technology, product and market innovation changes in society, consumer attitudes and life style all demand new ideas. This has created a need for knowledge workers. * Knowledge workers comprise a companys intellectual capital and are made up of creative 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, skills, 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 steal technology and applications such as a virtual private networks VoIP, e-mail, social networking websites such as Face Book, and even off company-sponsored blogs can facilitate communication between an organization and its stakeholders, and help in different types of internal and immaterial c ollaborative processes. An example of a tool that can be utilise in cross-boundaries collaboration might be an easily accessible online database that provides a central source of information to employees, customers, or suppliers. 3. Briefly profile your companys primary shareholders. What are their investment objectives? How much influence do they currently exert? If your organization is not publicly traded, identify the key stakeholders. How influential are 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 other than in order to effectively address these influences? Where do you fit into that go through? 24.What are the values that drive you in your job? 25. How do you keep peoples loyalty in a company that is downsize? * Leadership is more about enabling people to do their best and bring forth 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 playacting the necessary steps to carry them on to the visions they have created.Also, if you have good leaders throughout the organization, you are going to find yourself doing the right things if and when it becomes cost-cutting time being honest and compassionate 26. Is there any index of success for turning common managers into leaders, i. e. , a tax 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 hard to measure at times. For example, if you train someone to operate a forklift, you can then go to the job site to see if that person actually learner 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 sop upway that is where they learn the basics. The rest of what they learn comes through a trial and error period of practice. However, there are indicators that show how much value organizations place on leadership skills * The March 2, 1999 edition of the bleaksEdge had a story on an international study conducted by the HayGroup for Fortune magazine.They found that corporate cultures of the worlds some admired companies are alike in many ways, but also differ from those of an average company. * This study reveals that the dominant values in the worlds most admired companies are teamwork, customer focus, innovation fair treatment of employees, ball-shaped reach, and vision. These are mainly leadership skills * In average companies, the overriding values are making budget, supporting the finishs 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 reported that the top five reasons for employee commitment are (notice that all five tasks are mostly leadership skills) * Employers recognition of personal and family time * The organizations vision and direction * Personal growth * The ability to challenge the way things are through with(p) * Everyday work satisfaction 27. Describe your business strategy in less than 45 words. 28. Answer honest or False According to the recent literature, courage is one of the cardinal competencies of effective leaders. * False 29.International management development involves the CEO and the senior team and other key elements. Which of the following is not one of the key elements? a) The global strategy b) Human Resource and line capabilities c) Senior Management involvement d) Performanc e Management 30. Explain why resistance to change is so prevalent in the workplace * Loss of Job * In an organizational setting, any process, technological advancement, systems, or product change will entangle streamlining, working smarter, cost reduction, efficiency, faster turn around times. * Bad conversation Strategy The way in which the change process is communicatedto employees within the organization is a critical factor in determining their reactions. * Shock and idolatry of the Unknown * Employees responses to organizational change can range from fore melodic theme and scourge to enthusiastic support. During periods of change, some employees may feel the need to cling to the retiring(a) because it was a more secure, predictable time. * Loss of Control * Familiar routines help employees develop a sense of control over their work environment. macrocosm asked to change the way they operate may make employees feel forcefulnessless and confused. population are more likel y to understand and implement changes when they feel they have some form of control * Lack of Competence * This is a tending 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 well. Therefore, the only way for them to try and survive is to bam against the change. * Poor Timing * Change must be introduced 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 resistance to changeUndue resistance can occur because changes are introduced in an insensible manner or at an awkward time * Lack of reinforcement * 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 legal injury of rewards. * Office Politics * Every organisation has its own share of in-house politics. So, some employees resist change as a policy-making strategy to show or prove that the change decision is wrong. They may also resist showing 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 travelling bagd change heavy(a)ly in the past, the employees will have good reasons for rebelling. * Loss of Support System * 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 back them up during challenging times. * Empathy and Peer Pressure * Whether we are introverted or extroverted, we are still social creatures.Organizational stakeholders will resist change to protect the interests of a mathematical 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 handlewith respect and dignity, there is less resistance to change. 31. How could ethnical differences within an organization be meliorate leveraged to enhance performance? Cultural diversity 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 several(a) backgrounds. Organizational behavior refers to the nature of interactions among people and groups within an organization. The positive influence of cultural diversity facilitates members of the organization to phase 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 interested in fostering cultural diversity among its employees endeavours to create rough-cut respect for the different cultures, along with enabling personnel to reach their full potential. Acknowledging diverse cultures enables the organization to positively influence the organizational behaviour that, in turn, enhances the performance and image of the organization.The business should portray the cultural diversity expression of the organization in the mission statement. * Cultural diversity is the biggest potential eudaemonia to work teams with complex tasks and problems that require creativity and innovation. 32. Select 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 avow on formal authority for their position c) Women attempt to enhance followers self-worth ) Men share originatorfulness and information e) Women tend to lead through cellular inclusion and assert on interpersonal skills to influence others 33. Answer align or False oneness limitation of path-goal theory of leadership is that some of the contingencies have not been sufficiently researched. * lawful 34. Describe the different stages of group evolution. * Forming * In the Forming stage, personal relations are characterized by dependence. Group members rely on safe, patterned behaviour and look to the group leader for commission and direction. * Storming The next stage, called Storming, is characterized by competition and conflict in the personal-relations dimension an organization in the task-functions dimension. As the group members attempt to organize for the task, conflict inescapably results in their personal relations. Individuals have to bend and mould their feelings, ideas, attitudes, and be liefs to suit the group organization. * Norming * In the Norming stage, interpersonal relations are characterized by cohesion. Group members are engaged in active acknowledgment of all members contributions, community construction and maintenance, and solving of group issues.Members are willing to change their preconceived ideas or opinions on the basis 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 authorities dynamically adjust to the changing postulate of the group and individuals. Adjourning * The final stage, Adjourning, involves the termination of task behaviours and disengagement from relationships. A planned inference 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 establish goals by clear up 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 you understand by Distributing Power and Status * 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 conditionful leader who operates through command and control is attractive in its simplicity. However it is much erupt 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 em sourceed 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 ranking 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 clear 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 really function and distil on their primary task if they are insecure about their membership, and the group cannot really maintain a good sense of itself if it does not have a way of defining itself and its boundaries. * Initially, the criteria for inclusion 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 clear 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 _________________. * Solve their own problems, and motivate themselves. 39. What do you understand by Moralism-Pragmatism? Moralism means the notion that there is some as such good way of sustentation, or at minimum some as such bad ways of living. To the moralist, the proper function is to reinforce the intrinsically pay way of living and to suppress the intrinsically incorrect ways of living. In contrast, pragmatism is not concerned with the intrinsic ways of living, but with outcomes a way of living is good or bad only to the extent that it kindles a good or bad outcome. To the pragmatist, the proper function of the is to produce a good outcome.Both of these paradigms entail 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 emergent 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 th e context of varying situations. What is this theory known as? a) Motivation b) Self Awareness c) Emotional science 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 by 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 coauthor of a organizational structure known as an Organigraph a) Henry Mintzberg b) Peter Drucker c) James MacGregor Burns d) None of the above. 44. What are some advantages of a MBA s yllabus focused on Leadership? * Help students develop skills that are essential to success in any field critical thinking, problem-solving, communicating, negotiating, and acting ethically in professional situations. Programs are designed for mid-career professionals who want 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 Theory 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 hav e 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 discussion and ask other members of your group for input c) Leave 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 standardizeds 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 giving 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 portray 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 reall y 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 hardly a(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 learn 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 coercion can replace trust as a glue that binds pe ople together for a while, but not for the long haul. Followers need not do it 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 trust 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 we 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 knowledgeable leaders can wield it. We can call this form of power informal power, or influential power, since it is based 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 thought leader? * Thought leaders are people who have an influence on how people think about an issue or situation. Through their development of models, theories or ideas, they end up with a following that stems largely from the apparent virtue and/or improvement of their ideas. * Thought leaders do not intend to lead. uncomplete 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 l ocally, within an organization, by presenting their thinking in compelling ways, so that those around them approach path 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 leadership. 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 trinity 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 moving from Douglas McGreagors Theory X to Theory Y. This continuum can be seen as the vertical axis vertebra (concern for people) in Blake and Moutons Managerial Grid. The other axis is the concern for task and it is plot 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 giving 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 tell 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 h ave particularized characteristics that differentiate leaders from non-leaders? * Trait Theories 60.Whats the worst fault a leader can have? * A failure to see the benefits of diversity. This creates like-people throughout the organizations and leads to one-way thinking. If you do not have a diverse team, then you cannot come up with the creative brainstorming solutions to baulk competitive. Also, you alienate your 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) Motivate employees to hi gher levels of productivity d) Practice charismatic standards e) Anticipate 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 leaders, 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 hard 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 o f self-reformation 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 eyeball as they expect their leaders to be enthusiastic about their work.Motivation comes in two forms extrinsic 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. Intrinsic 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.O ften, 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 capable of doing). One of my favorite 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 Purple Heart hiding in a fox hole Follow me It was more than an order it was his action of not showing his fear by being in the motility 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. Only the people who work for another person have the authority to call that person a leader. * Too many people match 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. Just as I mentioned earlier about Starbucks goal of 2000 stores by the year 20 00, 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 adequate to any company, as far as it based most on authority and discipline? * Researchers at McKinsey & Company and the Conference Board discovered that one extremely effective route of leadership is demonstrated by the U. S. Marine Corps.The Marines approach to motivation follows the mission, values, and pride (MVP) path, which researchers say is pr actical 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 Achievement (Perot Systems), and retort 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 sketch introduction assign some training to your most experienced and intelligent managers. One role model can influence 40 or 50 new hires. Also, focus on values after the training, i. e. Marriott conspicuously displays customer letters praising superior performance. * Preparing every person to lead, including frontline supervisors * reproduction every front line person to lead has a in good order effect on morale. Do NOT write the followers off or give them superficial attention. You most embrace the notion that front line workers can lead. Learning when to create teams and when to create single-leader work groups * authoritative teams are rare in the business world where a single individual leading a group is the norm. Real teams get most of their motivation from its mission and goals * Attending to the bottom half, not just the top half * Find the time to attend to the poor and mediocre 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, disdain their legendary toughness, refuse to give up on any recruit. further self-discipline as a way of building pride * quest 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 Ma rines, 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 display 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 defined d) All of the above 72. What is bett er 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. at a time 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? * Just as there are many managers who cannot lead, there are many leaders who cannot manage. And neither is better for a company.Both strip t he company of a valuable 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 natural action? a) Reviewing and evaluating the delivery of a project b) Planning and undertaking performance reviews and periodic supervision sessions c) Empowering and inspiring others to take responsibility for aspects of the service they deliver d) draft a service budget and consulting the management team about it.