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Leadership2_CMBA4_142-_BhawaniSingh

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Leadership2_CMBA4_142-_BhawaniSingh

  1. 1. MBA7062: Developing People for Leadership & Management, Part- 2 SEMESTER 2: 2014 – 2015 SUBMITTED TO: Prof: - DR.VIDU SONI SUBMITTED BY: BHAWANI SINGH RATHORE CARDIFF MET ID: ST20076707 COLLEGE ID: 1420 MBA (CARDIFF METROPOLITAN UNIVERSITY, UK) UNIVERSAL BUSINESS SCHOOL KARJAT, MUMBAI, MAHARASHTRA
  2. 2. Case Study: - 1 A Challenging Workplace Question. 1:- What similarities and differences can you identify between North American and Japanese working styles? Answer:- The only similarity between North American and Japanese working style is both have the same belief that Samira the one mentioned in case study plan thing efficiently and effectively and meet her deadlines of work she is been delegated which shows her diligence of completing her task on time. They believed that Samira used to be very Both of them also told that she was very aggressive at times, and lacking the team spirit within her and due to this her bosses and peers feels irritated and at last affects results of whole team. Through Samira case we can interpret that American and Japanese may have different rituals and culture but when it comes to team work efforts and reliability, both the countries do not compromise with the quality of work. Different atmosphere of work at workstation among North America and Japan which are as under:-  Women are more dominating at their workstation at North American region than Japanese work atmosphere.  Companies operated in Japan had very wide-range of guidelines in order to acclimatize North-American norms and condition.  Japanese labors had long hours work shift than the North-American labors.  North American labors believes in jumping to execution without any framed plan work to follow, whereas Japanese planners takes their time to design a proper plan and execution leading to decisions which is comparatively slow than North-American planning committee. Question. 2:- In what way did this company reflect the characteristics of other Confucian Asia Countries? Answer:- Lack in fast decision making, work shift hours, Slow decision making process, working hours, masculinity and racism, various groups in culture like communalism and group performance coordination are the ways through which an organization replicates its importance to further countries of Confucian region.
  3. 3. Question. 3:- Why do you think Samira was not seen as a team player? Answer: - Samira was an arrogant and sometimes over confident about the facts that she is the one who always involves all others in the procedure of decision making. She used to impose her ideas how things to be done on her idea to get better results do not let other participate to take all the credit on her own. She was moderate enough about her drives. Even in her school days always downplayed her ambitions (Northouse, 2004). In school also she was labelled as emphatic leader giving negative impact, knowingly they she should take consents of her peers and bosses and family members, she was a kind of person who decide herself and let the execution follow by her own side only rather than being participative. Her peers reported that her team mates have reported numerous complaints about her conduct being as a team member and as a leader. Question. 4:- What universal leadership attributes did Samira exhibit? Answer: - Samira always believed being on the dot and taking the things seriously going on around her at work and always meeting the deadlines of the work she has been given time, she was honest towards her works was kind of workaholic and was ready to relocate herself anytime for work, was known self-confident and thoughtful leader, she never believed being an small place female was ready to shift to any metropolitan city for work. She was known springiness at work and was ready to ready to work at kind of work atmosphere at different regions. Though she was known arrogant and not a team spirit leader. Question. 5:- What other suggestions would you have for Samira in this situation? Answer: - I would suggest that Samira should continue with her hard work and quality work she do, do not let her work affect due to feedback against her by her peers and team members, as on to the initial phase of an career everybody learns and nobody is perfect from the day one at work, so Samira will also learn about the work and atmosphere around her gradually. She should not get disturbed through all the feedback and should be a team spirit girl and allowing others to initiate and take part as a team.
  4. 4. Case Study: - 2 Her Vision of a Model research Center Question. 1:- What is it about Rachel’s Leadership that clearly suggests that she is engaged in Transformational Leadership? Answer: - Rachel started her career with a pharmaceutical company as a researcher. Initially, she learned how researches are done on clinical drugs in a company where she was working, later on she realized there should be a proper framework to research and for that researchers requires a well-equipped research centers. Literally she acknowledged the necessity of a research center which is unique and a example for whole country with proper set ups of labs within, and then and there she came up with an idea to open labs and research centers across the country for firm research works. Later on, the result of Rachel’s ideas was turned up as ICCR (Independent Center for Clinical Research) with worth of 6 million US dollars and net profit of 1 million dollars. She found a company with vibrant dream to set a world class research center and labs across the country with pure heart of science with productive cost-effective practice of clinical research work. Rachel’s transformational leadership skill made her realize by bringing change in the industry and coming up with new set up of research labs all over the country with distinguished vision position herself as a prominent leader who believes in change in transformational way. Employees of ICCR owned by Rachel always puts their testimonies in favor that they really enjoy working at ICCR and work atmosphere is ideal for all, they believe that all are treated specially and gently whether they are employees or customer which shows the ethics Rachel has put in as her value to revolutionize the industry. She is always engaged herself into bringing new changes and learning from the surrounding and implementing new ideas and thoughts, taking risks, self-confidence and always ready for getting new ideas on a platform for all to bring transformation and that’s what made Rachel as an Transformational leader. (Northouse, 2004). Question. 2:- In what ways has the growth of ICCR had an impact on Rachel’s Leadership? Answer: - Rachel was exceptionally excellent at ICCR which affects the accomplishment of the company was brought into many folds of changes with somehow affected leadership of Rachel. As company’s constant progress, Rachel used to travel a lot across the country and due to more travel and business trips she started getting detached of her routine work at office. Whereas, earlier she keeps herself updated about the company by having regular meetings with the management but excessive business travel affects she gradually started losing her grip over the company. Being busy in excessive travelling and due to that in her absence all the department heads took the company into the race of a breed of old trended pharmaceutical companies which was absolutely against Rachel’s vision and foundation ideas of ICCR.
  5. 5. Question.3:- Given the problems Rachel is confronting as a result of the growth of the company, what should she do to re-establish herself as a transformational leader if ICCR? Answer: - Being founder and promoter of the company Rachel should hire new fresh breed of directors who believes in her vision and accept it as it was framed in its foundation days and on the next step should let those directors step down from their position who took the company into the wrong direction against its vision. Moreover, Rachel should keep her eyes on routine work and decisions been taken in her absence to avoid misleading the company again and taking regular feedback from all the employees and all the levels of management and administration working for her. She should take regular meetings and evaluating process and reports given to her and examine the things whether they’re going smooth as per direction. Furthermore, she can use complaint box and a suggestion in which none of employees identity will be revealed and there will be appropriate actions taken on feasible suggestions. At the end, she must be roll over her personal note of message for all the employees including that anybody can contact her directly and she’ll standing beside them in good and bad times always which will encourage the morale of her employees to work harder with their complete potential.
  6. 6. Contrast and Comparison between Three different Leadership Models Attribute based concepts signifies the previous endeavors of leaders and impact of their leadership which emphasizes on expertise, attributes of the people who believes in situational kind of leadership theory which depicts various kinds of situational leadership styles. By the time role of a leader in transformational leadership model depicts that a leaders keeps his/her team members spirit up and keep them inspired by setting an example. Present world is changing and as necessity of change in personal personality wise changes, skills which shows leaderships and its theories has been vetoed. All skills of leaderships are steady, comprehensible which always endorse leadership advising that there is no such authority which say that any particular leadership of leadership style operational or unaffected. Nowadays, transformational leadership is known as enhanced and refined or well-tuned leadership style as compared to skills old situational leadership style theories, as result of nowadays most of the companies has adopted transformational style of leadership because it gives maximum output in productivity of their employees. As said above nowadays most of the companies believes in transformational leadership style and theories but still it has not been proved and still it is considered as a theory which have no clear vision and mechanism of getting output out of it. At last, this article of research concludes with an opinion that transactional style of leadership only practices to lead the followers in short time of period or can be said short-term work relationship with their bosses and peers, whereas, situational style of leadership says behaviors of leadership in tasks and in relations with their team members and transformational leadership style tells us about how to attain maximum output and results by deploying the right candidate who can influence others or inspire others to work as a team, inspiring the team through regular motivational sessions and listening individual problems and considerations. Though transformational leadership believes in exchanging thoughts and procedures which is beneficial for both of them. (McCleskey, 2014)
  7. 7. Books:-  Northhouse, Peter G. (2004), Leadership: Theory and Practice, Sixth Edition, Sage South Asia Edition. Journals:-  Llopis, G., 2014. 7 Words define what Employees expect from Leadership. Forbes.  Levassuer, 2004. The Modern leadership Model- Change Management Tool.  Northouse, P. G., 2004. Leadership: theory and practice. s.l.:SAGE.  Llopis, G., 2014. Change management Requires Leadership Clarity and Alignment. Forbes.  McCleskey, 2014. Leadership. s.l.:s.n.  Cusumano, D. Y. &. M., 2015. The 5 Strategy Rules of Bill Gates, Andy Grove and Steve Jobs.  Kotter, 2015. How have Kotter's eight steps for change changed.  Claudio, F. &., 2014. Decoding Leadership: What really matters.  Biro, M. M., 2013. Leadership is about emotion. Forbes.  Llopis, G., 2012. 5 most effective ways to sell change.

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