The Power Driven Leader
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The new head of a department wields power in a negative way, coming to work late but expecting others to stay late. He does not lead by example or build trust with staff. As a result, workers are not motivated to go above their duties voluntarily. A power-driven leadership style that exerts pressure on staff and does not consider their emotions is unlikely to encourage organizational citizenship behaviors that benefit the organization.
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Some of the best motivators for employees are providing employee with rewards for their
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2.2
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Post #1
Lessons in school have led many people to believe that leaders and managers are separate individuals. This could not be farther from the truth. Lessons like these have culminated in managers without leadership skills and leaders without managerial skills. A manager without leadership skills will have very little influence among employees, and will fail to build the trust needed to be effective. On the other hand, leaders lacking managerial skills will see the big picture and have a vision of the end-goal, yet they will lack the knowledge on how to achieve it. Leaders must learn to become managers, and the same is true that managers must learn to become leaders. This will allow the individual to become well-rounded and more effective.
Northouse writes, “Although there are clear differences between management and leadership, the two constructs overlap. When managers are involved in influencing a group to meet its goals, they are involved in leadership. When leaders are involved in planning, organizing, staffing, and controlling, they are involved in management” (Northouse, 2016, p. 15). This example shows the need to be adaptive and possess traits from both sides of the spectrum.
Serving in the Navy, has shown me both sides of the spectrum. I have had the pleasure of working with some of the best and worst leaders. I typically find those who possess both traits to be the most effective.
Post #2
“Leadership and management are different concepts that overlap” (Northouse, 2016, p.17). According to Peter Northhouse, managers typically focus on planning, organizing, staffing and controlling and leadership emphasizes the influence process (Northouse, 2016).
Having said that, I believe that it is possible to be an effective leader and manager, but it does take time, practice and skill. Leading is not for everyone, and the same applies to management. However, because they overlap, I feel it is important for managers to learn leadership skills so they can be more effective in creating positivity in the work place, which increases morale and decreases turnover rates among employees.
A leader is one who influences the behavior and work of others in group efforts towards achievement of specified goals in a given situation. In my perspective, leadership and good management are two different skills and an organization needs both. Leaders don’t believe in “status quo” and know that change is the only constant in life. What sets them apart is the courage and self-confidence with which they embrace change. Leaders actually make changes happen and drive them in the direction they believe is best for organization (or mankind at large).
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The Best Leader
In the modern times, leaders are identified and recognized based on what they do and deliver. Leaders are categorized in different theories that try to explain who they are, their characteristics, skills, abilities, personalities, roles or responsibilities and limitations.
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Definition and Characteristics
Advantages
Disadvantages
Path-Goal Theory
It explains a leader’s influence through his behavior to the individual’s performance, especially in an organization.
It is goal oriented. The leader guides the people. It encourages participative, supportive, and directive leadership.
It may frustrate employees, and it may be difficult for them to follow the leadership behaviors styles thus poor performance.
Situational Leadership Theory
It explains that different situations in a company may use different styles of leadership. The behavior involved are telling, selling, participating and delegating.
Easy to apply.
Focus is on maturity.
Availability of competent leaders.
Allows testing of a leadership style.
It does not apply to managers but to leaders.
It is time-consuming when waiting for future predictions of the situations.
Leadership Substitutes Theory
Just like the name of the theory, it explains the conditions in an organization that a leader may not be needed or necessary or prevented from leading.
Provides a substitute or a neutralizer to act on behalf of the leader.
The leader’s actions, decisions or ideas may be prevented thus ineffective.
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According to developer Gary Yukl, this model explains a leader’s behavior impact on the effectiveness of a group in an organization.
Encourages managerial skills. It also promotes conflict resolution strategies and handling work situations that may arise.
It require a competent and intellectual leader.
The decision-making process may be long.
Transactional Leadership
It concentrates on the leader and followers and maintaining a healthy relationship between the two hence loyalty and realization of advantages.
Encourages follower’s loyalty.
Promotes commitment.
Promotes good relations.
Rewards good work.
Abuse of follower’s loyalty may occur.
Its focus is majorly on short term goals.Transformational Leadership
This theory focuses on the leadership and follower’s exchange of visions, beliefs, and values
It promotes the exchange of ideas through communication. The visions set give directions. There is employee recognition.
The leaders have high expectations and standards. Decision-making process may be time-consuming
Charismatic Leadership
The leaders have a high sense of self-confidence, esteem, and purpose and can easily influence people through their personal behaviors and traits.
Highly influential, visionary, self-confident, social and energetic leaders. The leaders are also self-motivated and focused.
The leader may be self-centered giving their visions and ideas for personal gains of power and influence. The leader may h ...
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1. Leaders inspire action by painting a vision of the future that motivates employees.
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4. Leaders support their team by creating an environment where employees can take risks and provide input freely.
5. Confident leaders inspire confidence in their employees and team.
6. Effective communication and information sharing connects the entire organization.
7. Decisiveness is important - leaders make timely decisions and stick with them
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The document discusses the characteristics, importance, and impact of leadership. It outlines that a leader assumes responsibility, understands followers' nature and needs, leads by example, and adapts their approach to different situations. Key responsibilities of a leader include initiating action, motivating followers, providing guidance, building confidence, morale and a cooperative work environment, and coordinating work. Effective leadership relies on understanding human behavior, strong communication, and motivating followers.
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The new employee was not given proper instructions and did not know what to do when left alone to enter data. As a result, no work was completed and deadlines were missed. Although blaming the employee is tempting, the manager shares responsibility for not properly training the employee and ensuring they understood their tasks before leaving them unattended. Providing clear expectations and availability to answer questions could have prevented the lost time.
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Over the span of my career, I have worked with effective as well as ineffective leaders. The effective leader, one in particular, had the ability to engage with the employees in a way that motivated the employees to work harder than .
LECTURE 4 MANAGEMENT STYLES.pptx
This document discusses different management styles and the importance of management by objectives. It describes several management styles - autocratic, paternalistic, democratic, laissez-faire, and management by walking around. It emphasizes that management must understand employees, ensure clear communication, motivate workers, and set objectives to extract the best performance. Management by objectives involves setting goals to guide employees and help the organization achieve its targets. While it provides direction, its limitations include potential mismatch with company culture and overemphasis on targets.
Leadership styles and theories
This document discusses various theories and models of leadership. It covers trait theories that seek to identify personal characteristics of effective leaders. Behavioral theories examine types of leader behaviors and consider how styles may vary across cultures. Contingency models propose that effective leadership depends on both leader characteristics and situational factors. Specific models covered include Fiedler's contingency model, House's path-goal model, and transformational leadership. The document also discusses substitutes for leadership and the role of gender in leadership.
Study guideCiting Shafritz, J. M., Russell, E. W., & Bori.docx
Study guide
Citing:
Shafritz, J. M., Russell, E. W., & Borick, C. P. (2013). Introducing public administration
(8th ed.). Upper Saddle River, NJ: Pearson.
Reading Assignment: Leadership
Unit Lesson
In the world of public management, there is a need to maintain a high level of performance. Performance in the public eye can be described as the display of competence, the demonstration of leadership, display of flexibility, and the ability to work in a team atmosphere. The actual performance, concerning management within an organization, begins with leadership. What is a leader? How does one define a leader? The abridged definition of a leader is considered to be someone within an organization who is able to get people/employees to do things they have never done before, perform outside of their daily routines, and be able to take some risks for the common good of the organization or the community.
Good leadership begins with the exercising of authority, whether it is formal or informal, in directing and coordinating the work of others, or by using a combination of formal and informal authority together for positive social change and progression. There is a distinct difference between leadership and management. Management involves power and formal authority given to a person in a high-ranking position within the organization for the responsibility and accountability using the organizational resources. On the other hand, leadership is based on the type of charisma that is exercised by the person. Leadership involves the relationship between people and communities in which influence and power are evenly distributed.
There are a few essential functions of leaders stemming from a system of communication, promoting and securing essential support functions, and being able to define the true purpose and the goals of an organization. The true definition of a leader will arise when traits are identified such as intelligence, dependability, energy, excitement, and socioeconomic status. Although these are not tangible items that leaders possess, they serve as a foundation for those willing to follow the leader. There are different kinds of leadership styles that are employed in organizations: authoritarian, transformational, transactional, and Laissez-faire. Depending on the type of person, the characteristics the person possesses, and how the organization functions, there will be a different style or approach to managing personnel and employees. The authoritarian leadership is one that dictates all the rules, regulations, and happenings inside of the organization, while also indicating to the subordinates all orders are to be carried out and moved forward for processing. In this type of leadership there is no room for discussion or rebellion against the leader.
A transactional leader is one who has a vision and mission upon taking over the reins within the organization. The transactional leadership approach assumes that leaders could be tr ...
Employee retention and motivation
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
Employee retention and motivation
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
chapter7.pdf
1. Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of growth opportunities, or poor management.
2. There are several motivational theories that can help organizations understand what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary.
3. To motivate employees, leaders should recognize individual needs, encourage growth, act as role models, and create a supportive environment. Understanding what employees want, like fair treatment or meaningful work, can help
Read Case Studies 2.1, 2.2, 2.3, and 2.4 from the back of Chapte.docx
Read Case Studies 2.1, 2.2, 2.3, and 2.4 from the back of Chapter 2. Answer the questions at the end of each case study. Upload your answers to Canvas, using MS Word format. Due in 9 hours
2.1
2.2
2.3
2.4
Post #1
Lessons in school have led many people to believe that leaders and managers are separate individuals. This could not be farther from the truth. Lessons like these have culminated in managers without leadership skills and leaders without managerial skills. A manager without leadership skills will have very little influence among employees, and will fail to build the trust needed to be effective. On the other hand, leaders lacking managerial skills will see the big picture and have a vision of the end-goal, yet they will lack the knowledge on how to achieve it. Leaders must learn to become managers, and the same is true that managers must learn to become leaders. This will allow the individual to become well-rounded and more effective.
Northouse writes, “Although there are clear differences between management and leadership, the two constructs overlap. When managers are involved in influencing a group to meet its goals, they are involved in leadership. When leaders are involved in planning, organizing, staffing, and controlling, they are involved in management” (Northouse, 2016, p. 15). This example shows the need to be adaptive and possess traits from both sides of the spectrum.
Serving in the Navy, has shown me both sides of the spectrum. I have had the pleasure of working with some of the best and worst leaders. I typically find those who possess both traits to be the most effective.
Post #2
“Leadership and management are different concepts that overlap” (Northouse, 2016, p.17). According to Peter Northhouse, managers typically focus on planning, organizing, staffing and controlling and leadership emphasizes the influence process (Northouse, 2016).
Having said that, I believe that it is possible to be an effective leader and manager, but it does take time, practice and skill. Leading is not for everyone, and the same applies to management. However, because they overlap, I feel it is important for managers to learn leadership skills so they can be more effective in creating positivity in the work place, which increases morale and decreases turnover rates among employees.
A leader is one who influences the behavior and work of others in group efforts towards achievement of specified goals in a given situation. In my perspective, leadership and good management are two different skills and an organization needs both. Leaders don’t believe in “status quo” and know that change is the only constant in life. What sets them apart is the courage and self-confidence with which they embrace change. Leaders actually make changes happen and drive them in the direction they believe is best for organization (or mankind at large).
A leader’s vision typically starts from the other end, i.e. industry or society in general. ...
Presentation on Caselet on management institute
This document discusses management processes and issues at a management institute. It provides an overview of key management processes like planning, organizing, staffing, leading, and controlling. It then describes problems at a specific management institute, including high faculty turnover, unprofessional behavior by the dean, and lack of morale. It analyzes these issues through frameworks like Maslow's hierarchy of needs, Herzberg's motivator-hygiene theory, and Freudian concepts. It outlines steps that should be taken for organizing, controlling, staffing, directing, and other management functions. The document aims to understand management challenges and apply management theories to a real-world case study.
POM- MODULE 6(Ktunotes.in).pdf
This document discusses various leadership styles and theories. It begins by defining leadership as the process of influencing others towards achieving group goals. Some key leadership styles discussed include autocratic, democratic, laissez-faire, task-oriented, and people-oriented. Additionally, the document summarizes trait theory, behavioral theories, contingency theory, transformational leadership, transactional leadership, and discusses various leadership assessment tools such as the LPC scale, DiSC profile, and 8 dimensions of leadership.
Leadership
The leader of an accounting team failed to properly assign tasks to team members based on their qualifications. He assigned an important accounting task to an employee who had no experience in that area. Despite warnings from other employees, the leader did not acknowledge the employee's lack of experience, which led to an error. This damaged trust in the leader from the team. According to Fiedler's contingency theory, the leader's style was task-oriented but the situation was unfavorable due to poor relationships with employees and weak leadership authority. The leader's failure to consider employee skills and listen to concerns caused low performance from the team.
! 1Running head LEADERSHIP THEORIESLeadership Theories.docx
Under Armour released a new shoe called the Hovr in February 2018 that has exceeded sales expectations. Under Armour executives believe the Hovr is a strong new platform that will help the company compete against Nike and Adidas. However, to increase sales further, Under Armour will need to focus more on advertising, design changes, and global distribution to reach more customers.
12The Best LeaderIn the modern times, leaders are.docx
1
2
The Best Leader
In the modern times, leaders are identified and recognized based on what they do and deliver. Leaders are categorized in different theories that try to explain who they are, their characteristics, skills, abilities, personalities, roles or responsibilities and limitations.
Leadership Theories
Definition and Characteristics
Advantages
Disadvantages
Path-Goal Theory
It explains a leader’s influence through his behavior to the individual’s performance, especially in an organization.
It is goal oriented. The leader guides the people. It encourages participative, supportive, and directive leadership.
It may frustrate employees, and it may be difficult for them to follow the leadership behaviors styles thus poor performance.
Situational Leadership Theory
It explains that different situations in a company may use different styles of leadership. The behavior involved are telling, selling, participating and delegating.
Easy to apply.
Focus is on maturity.
Availability of competent leaders.
Allows testing of a leadership style.
It does not apply to managers but to leaders.
It is time-consuming when waiting for future predictions of the situations.
Leadership Substitutes Theory
Just like the name of the theory, it explains the conditions in an organization that a leader may not be needed or necessary or prevented from leading.
Provides a substitute or a neutralizer to act on behalf of the leader.
The leader’s actions, decisions or ideas may be prevented thus ineffective.
Multiple Linkage Model
According to developer Gary Yukl, this model explains a leader’s behavior impact on the effectiveness of a group in an organization.
Encourages managerial skills. It also promotes conflict resolution strategies and handling work situations that may arise.
It require a competent and intellectual leader.
The decision-making process may be long.
Transactional Leadership
It concentrates on the leader and followers and maintaining a healthy relationship between the two hence loyalty and realization of advantages.
Encourages follower’s loyalty.
Promotes commitment.
Promotes good relations.
Rewards good work.
Abuse of follower’s loyalty may occur.
Its focus is majorly on short term goals.Transformational Leadership
This theory focuses on the leadership and follower’s exchange of visions, beliefs, and values
It promotes the exchange of ideas through communication. The visions set give directions. There is employee recognition.
The leaders have high expectations and standards. Decision-making process may be time-consuming
Charismatic Leadership
The leaders have a high sense of self-confidence, esteem, and purpose and can easily influence people through their personal behaviors and traits.
Highly influential, visionary, self-confident, social and energetic leaders. The leaders are also self-motivated and focused.
The leader may be self-centered giving their visions and ideas for personal gains of power and influence. The leader may h ...
Ppt Ch 2
Leadership is the result of complex interactions between the leader, followers, and situation. Studying only leaders provides an incomplete view, as followers and the context influence outcomes. Effective leadership depends on understanding how the leader, followers, and elements of the situation intersect and influence each other. The nature of leadership is continually evolving as followers take on more active roles and situations increase in complexity.
Leadership1
The document discusses key traits of effective leaders. It describes 7 traits that effective leaders possess:
1. Leaders inspire action by painting a vision of the future that motivates employees.
2. They are optimistic and help lift up employees' self-confidence.
3. Integrity is highly valued - leaders are honest, fair, and treat all employees the same.
4. Leaders support their team by creating an environment where employees can take risks and provide input freely.
5. Confident leaders inspire confidence in their employees and team.
6. Effective communication and information sharing connects the entire organization.
7. Decisiveness is important - leaders make timely decisions and stick with them
Leadership: Definition and Theories,.docx
Leadership is defined as the ability to influence others towards achieving goals. It involves directing and guiding subordinates through both personal qualities and formal managerial role. There are different styles of leadership such as autocratic, where the leader has full control, and democratic, where the leader involves subordinates in decision making. Effective leadership depends on adapting one's style to the specific situation.
Vinay comparison
The document discusses the characteristics, importance, and impact of leadership. It outlines that a leader assumes responsibility, understands followers' nature and needs, leads by example, and adapts their approach to different situations. Key responsibilities of a leader include initiating action, motivating followers, providing guidance, building confidence, morale and a cooperative work environment, and coordinating work. Effective leadership relies on understanding human behavior, strong communication, and motivating followers.
Situational leadership theory
The new employee was not given proper instructions and did not know what to do when left alone to enter data. As a result, no work was completed and deadlines were missed. Although blaming the employee is tempting, the manager shares responsibility for not properly training the employee and ensuring they understood their tasks before leaving them unattended. Providing clear expectations and availability to answer questions could have prevented the lost time.
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The Power Driven Leader
- 1. The Power-Driven Leader Background A leadership crisis where the leader handles the situation very poorly. Main There is a change of the head of a department. The new head of the department is someone who likes to wield power. He assumes every worker in the department is lazy and have corruption tendency. He does not lead by example. He comes to work late and expect every staff to be stay till late when he closes whereas the workers come early. He makes staff to believe that the nature of the work requires working late but does little to match the additional responsibility with rewards. The staff are not motivated to go beyond their required responsibility voluntarily. One of the concept is the leadership and organisational behavior course relevant to this is Organisational citizen behaviour (OCB), a situation where workers go beyond their required responsibility to engage in acts that contribute to the general well-being of the organisation. In relation to this situation, OCB is not encouraged because of the attitude of the new head of the department. In a situation where the leadership of the department is change, it is expected that new head should do more to enjoy cordial working relationship with the staff given that the former head had earned the trust and love of the staff. No doubt, the new head tries to achieve the target of the department by exerting pressure on the staff to perform (work beyond their normal level). He uses his power as the head of department to force workers. to do his wills notwithstanding the emotional state of the workers. His personality reflects his leadership style. He likes power and now that he has been given, he uses it with little regards to the emotion and personality of each worker. One major lesson from this situation is that power driven person may not make a good leader who will encourage organisation citizen behaviour in the organisation.