Leadership Fundamentals PDF

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Leadership fundamentals exam What is the difference between How is transactional transformational leadership? Transformational and transactional leadership are opposites. Transactional leaders focus on organization, supervision and group performance, whereas transformational leaders focus on change within the organization and work to encchance the motivation and enegement of followers by directing their behaviour towards a shared vision Transactional leader characteristics Extrinsic motivation Resistant to change Rewards performance Directive Practicality Passive

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Transformation leaders’ characteristics Self-management Share collective organizational consciousness Inspirational Entertain new ideas Ability to take the right risks Adaptability  What is Kurt Lew three leadership styles?  Autocratic: Characterized by tight control of group activities and decisions 

made by the leader democratic: Emphasized group participation and majority rule

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Laissez- Faire • Involved low levels of any kind of activity by the leader

What is Kurt Lew three leadership styles? 1. Autocratic: Characterized by tight control of group activities and decisions made by the leader 2. democratic: Emphasized group participation and majority rule

3. Laissez- Faire • Involved low levels of any kind of activity by the leader

What is behavioural theory? It focuses on how on the leader behave and that those behaviors are acquired through conditioning through the interaction with the environment.

What is trait leadership theory? Traits theory Focuses on qualities of the leader. Such as intelligence, self-confidence, clear and strong values and high level of personal energy

Three types of leaders

Heroes: Responsible for great causes and noble works Examples include Einstein, Newton and Shakespeare Rulers: Motivated by dominating others and exercising power Examples include Washington, Julius Caesar, and Akbar Teachers: Rule breakers and value creators Examples include Buddha, Gandhi and Marx

Based on Ghiselli’s traits for effective leadership •Need for achievement • Decisiveness • Self-confidence • Supervisory ability • Intelligence • Initiative

Styles of Leaders Participative Style - Leader and followers share decision making Leader present a problem, ask for followers’ ideas and make final decision based on input

Maximum use of authority by leader Directive Style-Leader-Centered decision making Leaders attempts to convince followers of the rightness of the decision. They decide what is to be done and how it is to be done Maximum area of freedom of followers Free-Rein Styles - Follower centered decision making Leader allows followers as much freedom as leader has to defined problem and make decision

Chapter 4 power of vision What is the motive to lead? Motivate to lead Leaders must have: •

Clarity of purpose

• Positive and future-focused goal or vision •

Constancy of effort

What is the importance of vision? Most important functions of a leader are to develop a clear picture of the future and secure commitment to the ideal This is when a leader wans to make a difference and strives to create a thing that never was before Leaders qualities  Have a deep convitions and passion  Must have intensity, vitality, energy and stamina

Chapter 5 Organizational culture

• Norms of behavior govern the use of resources •Unspoken taboos •Social structures, pecking orders patterns of behavior based on community values • Certain pace and style of working •Norms of behavior govern the use of resources

Chapter 7 The roles values and Ethics at work Leaders who believe ethics are based on principled leadership: • Behave with responsibility and do what is right because it is right • Rarely discuss risk prevention and public opinion • Value ideals such as truth, trust, and respect • Adhere to high standards of moral reasoning •Employees take pride in this kind of a company and engage in discretionary behavior beyond the defined requirements of the job

Importance of values Culture shapes a leader’s values, which influences his or her actions • Leaders’ faithful adherence to values is an important factor in an organization’s success •Organization must have a sound set of values on which it premises all policies and actions to survive and achieve success

•Organization must have strong core values to meet challenges in a changing world

Values • Must enter into daily practices of the organization • Must reflect enduring commitments • Can provide guidance for members who function as independent decision makers

Ethnics at work Organizations are creating the role of an ethics ombudsman to monitor ethical practices and procedures The ethics ombudsman is responsible for: • Designing systems to monitor employee’s adherence to the standards Communicating ethical standards • Teaching managers and employees how to respond to ethical dilemmas • Communicating ethical standards Chapter 8 Leadership Authorities

Bottom-up • Pyramid serves as the basis of most classical organizational • structures in an organizational pyramid, workers support managers and supervisors who in turn support executives

Top-down approached

• Power flows from the highest level to the lowest • Leadership authority is based on position in a social hierarchy

Bottom up views –

Top up viewTransfer of authority •Owners transfer power to a board of directors •Board appoints executives to manage •Executives give authority to managers and supervisors •Managers and supervisors empower employees

First described by Chester Barnard Acceptance Theory to Authority • Saying yes or no affirms or denies the authority of others • Power flows from below because people can reject a directive by saying no Order will be accepted if four conditions are met • One is mentally and physically able to comply • One believes that the order is compatible with his or her interests • One believes the order is consistent with the organization’s goals • One understands the order Leaders must make sure that okdirectives fall within their subordinates’ zones of acceptance If not, orders may be met with resistance and hostility

Chapter 9 Empowerment  Empowerment is generated by efforts to improve performance  Empowerment in the workplace  Empowerment: Expansion of employee knowledge, tasks, and decisionmaking responsibilities  Employee participation has a positive impact on business success  Companies forced to compete in an increasingly global economy find that the path to success is long and winding  Attention and effort of employees overcome smaller obstacles  Strength of the management overcomes larger obstacles  Seldom negative or neutral Ownership of stock and participation motivates employees to work harder Jack Welch, former CEO of General Electric, says his job entails: • Allocating the right money • Quickly transmitting ideas from one group to another • Choosing the right people Quality movement The quality challenge is faced by most companies struggling to compete in a global marketplace •Consumers demand quality products and services •Providing quality requires a talented, committed, and empowered workforce Cooperative form of doing business Essential ingredients •Participative leadership •Continuous process improvement •Use of groups Philosophy: People closest to the work have the experience and knowledge to come up with the best solutions to work-related problems

Welch held leaders accountable to the four E’s of leadership • Ability to energize others • Edge to make tough decisions • Ability to execute strategy • High personal energy

Chapter 10 What is some different Motivational factor?

Extrinsic Factors That Constitute a Good Job •Fair and adequate pay

•Job security •Benefits •Safety •Health •Due process

Intrinsic Factors That Constitute a Good Job •Feedback and learning •Mutual respect and support •Wholeness and meaning •Room to grow •Variety and challenge •Opportunity for decision making

How to create a high moral and high-performance workplace? Criticize in private and Praise in public

Human relations

Agreeing upon goals Avoiding absolute statements •Admitting mistakes •Involving people •Being on the lookout for competitive behavior •Listening to understand ••Using decision making by consensus •Humanistic view •Using people as means: People have limited choices and are used primarily as instruments for our own purposes Ways to attain good human relations

Many people are in service occupations, where success depends on how well the customer is served •To build superior work teams, people need greater competence in human relations skills •Modern workforce is composed of a varied mix of personalities and cultures Human nature: People are viewed as good or bad •Positive view: Misbehavior is a reactive response

•Negative view: Misbehavior is caused by something within the person Human value: People are viewed as either ends in themselves or means to ends •Using people as ends: People are allowed to set their own purposes and choose for themselves

Chapter 11 Team concept

Leadership success requires: • Ability to tap the constructive power of teams • Understanding of group behavior

Characteristics of excellent team      

Disagreement being O K Informal atmosphere Lots of discussion Trust and openness Clear mission Active listening

Team building stages Forming, storming, norming and performing Problem solving has four elements •T: Building theories •A: Taking action •E: Having experiences •R: Reflecting on results

Group roles that build performance •Encourager: Helps people make contributions to fulfill their potential •Clarifier: Creates order out of chaos and replaces confusion with clarity •Harmonizer: Brings together opposite points of view •Standard setter: Possesses knowledge and skills deemed important by the group •Detail specialist: Searches for errors and omissions and keeps the group on red alert •Idea generator: Suggests ideas that others do not •Ignition key: Orchestrates and facilitates the group’s work Chapter 12

Human behaviour and the Art persuasion

Maslow's Principles for Developing One’s Full Potential Make choices in life that will enhance growth by taking reasonable risks •Strive to do one's best in accomplishing tangible goals in line with one’s basic values •Commit oneself to concerns and causes outside oneself •Be honest with oneself and with other people •Experience life fully in the present rather than dwelling on the past or worrying about the future

Psychologist Abraham Maslow divides human needs into five categories, progressing from basic needs to the complex need •Belonging •Respect

Survival •Security •Fulfillment

The art of persuasion Successful leaders must master the elements of the art of persuasion •Ability to see things from the other person’s view is important in all human relations, especially leadership •Effective use of words •Ability to manage conflict •Understanding of people •Understanding others requires sensitivity to their needs

Chapter 13

How to include diversity •Including employees from a variety of backgrounds in decision-making and problem-solving processes •Looking for opportunities to develop employees from diverse backgrounds and preparing them for positions of responsibility •Showing sensitivity in the physical work environment •Implementing voluntary training programs that focus on diversity in the workplace

•Developing strategies to increase the flow of applicants from a variety of backgrounds

Benefits of Diversity in workplace •Ability to recruit excellent talent from the entire labor pool •Broader range of knowledge and skill •Better decisions based on different perspectives • Increase in workforce creativity •Better services provided to diverse populations

What is diversity Diversity is including everyone regarding’s their  Gender  place of origin ‘•Age •Disability status •Military experience •Sexual orientation •Economic class •Educational level •Personality characteristics •Lifestyle

Women leaders tend to be more participative and less in leadership style than male leaders Comparison studies between men and women show essential similarity in motivation to be a leader, job satisfaction, and employee satisfaction

 Female and male leaders do not differ in overall effectiveness  Female leaders have a slight effectiveness advantage in feminine domains  Male leaders have a slight effectiveness advantage in masculine domains

Chapter 14 Reasons leaders fail to delegate •Not trusting their employees to follow through •Fearing their employees will show them up by doing a better job •Not knowing how •Not thinking their employees will do the job as well as they themselves will

Reasons failure to delegate should be corrected • Delegation helps prepare employees for more difficult tasks and additional responsibility • Delegation gives leaders time to carry out duties in the areas of establishing direction, aligning resources, and energizing people

Effective delegation and Assigning work Give authority and resources to perform the task •Use checkpoints to review progress •Hold accountable or rewarding results •Select the person for the task •Define the task •Gain the person’s views

Rules for effective Delegation

•Know one’s employees •Use delegation as a development tool •Back one’s employees if their delegated authority is questioned •Let employees know what decisions they have authority to make and delegating decision-making to the lowest possible level •Share power with employees •Avoid delegating the bad jobs, saving the good ones for oneself

Assigning work effectively Consider the availability of the employee’s time and whether this is the ideal person to do the job •Leaders can make the mistake of assigning a job to the one who can get it done, even if this is the same person over and over again Know exactly what one wants to communicate before giving an order, and use work assignments as a means of developing people Take responsibility for the orders one gives •Failing to do so results in loss of respect from one’s employees, loss of confidence from one’s supervisor, and reduced commitment to follow one’s orders roles as Top managers: •Determine the overall direction of the organization and establish the organization’s goals, overall strategy, and operating policy •Represent the organization to the external environment Middle managers: •Implement the policies and plans developed by top management and supervise and coordinate the activities of lower-level managers •Require relational skills more than conceptual and technical skills

•Are significant sources of innovation and productivity when given the autonomy to make decisions affecting their operating units Frontline managers: •Supervise and coordinate the activities of operating employees •Coordinate, facilitate, and support the work of subordinates

Chapter 15 Roles of personality Deal effectively with different types of people by Know the strength and needs of your own personality and ways of behaving such as traditional, participative and individualistic One is Wise, caring, and effective leaders value the differences and strive to make the best use of the unique contributions of all types of people 5 Personality

Trait

Quality of Individual High in That Trait

Openness to experience

Imaginative, creative, original, curious, independent, adventurous, variety loving

Conscientiousness

Careful, reliable, hardworking, well organized, punctual, persevering, dependable

Extroversion

Sociable, talkative, fun loving, outgoing, active, people oriented, affectionate

Agreeableness

Kind, cooperative, helpful, generous, lenient, courteous, considerate

Neuroticism

Anxious, temperamental, self-conscious, worrying, emotional, vulnerable, highly strung

Chapter 16 Coaching

Types of coach

Missionaries: •Are goal directed •Teach out of personal conviction, believing in certain ideals and seeing it as a duty to pass on these ideals to others Mystic healers: •Seek the source of illness and health in the follower’s personality •Try to discover the statue in the marble and seek to find what can be created from the raw material •Require unselfish motivation and considerable sensitivity, as well as flexibility to vary treatment according to the nature and needs of each individual, to be successful Shamans: Heal through the use of personal power and focus the attention of their followers on themselves Have power, energy, and commitment, which they use to energize others Priests: Claim power through office and are agents of omnipotent authority Establish structure, order, and continuity Operate in a hierarchy with roles and duties in a hierarchical ladder

Elected leaders: •Undergo trials, self-transformation, training, or some other right to achieve their positions •Derive power not only from their own experience but also from the mandate of their followers

Leadership Stretch Assignments Include efforts that are determined to improve leadership performance Combat complacency and stimulate growth Involve taking risks and reaching beyond one’s comfort zone Examples of stretch projects •Improving company performance by reconfiguring workflow for better quality •Eliminating waste to reduce costs •Improving personal skills in public speaking

Learning organization Ingredients to discover, create, and transfer knowledge and skills •Searching constantly for new knowledge and ways to apply it •Sharing lessons learned •Rewarding innovation •Having an environment where experienced and new employees learn together •Benchmarking and implementing best practices •Carefully reviewing both successes and failures

Chapter 17 Types and models of curves and helping people through changes

Types of changes in the workplace

Technology

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Innovations that dramatically increased the rate of change

People •

Changing relationships because of change in structure, tasks, or technology

Structure •

Often severely resisted

Tasks •

Required by changes in the environment

Managing change

Top management: •

May be so insulated that they truly do not know the results of their decisions and programs

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May underestimate the impact of change on lower levels of the organization and expects employees to go along when a change is announced and blame middle managers if people resist or complain

Middle management: •

May feel squeezed between resistant or withdrawn subordinates and demanding but out-of-touch superiors

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Feels pressure to implement organizational change, but often lacks information and top leadership direction to be successful

Frontline employees: May feel threatened by changes announced by management May respond to changes with denial and resistance, leading often to

Guidelines for leaders to handle changes in the workplace

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Tell the truth

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Wait patiently for results

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Acknowledge and reward people

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Maintain an open door, listen for understanding, and be patient

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Have a ...