02 management vs leadership
•Download as PPTX, PDF•
0 likes•320 views
The document contrasts the roles of a manager versus a leader, stating that managers focus on systems and control with a short-term view, while leaders focus on inspiring people through trust and challenging the status quo with a long-term perspective. Both leadership and management are important for organizational success, but they perform different jobs.
Report
Share
Report
Share
Recommended
Importance of M&E
This document discusses the importance of monitoring and evaluation (M&E) for programs and projects. It defines monitoring as an ongoing process of collecting and analyzing data to track progress and make adjustments, while evaluation assesses relevance, effectiveness, impact and sustainability. The key aspects of building an M&E system are agreeing on outcomes to measure, selecting indicators, gathering baseline data, setting targets, monitoring implementation and results, reporting findings, and sustaining the system long-term. A strong M&E system provides evidence of achievements and challenges, enables learning and improvement, and helps ensure resources are allocated to effective programs.
DIRECTING - A Function of Management
Directing is a function of management that refers to the process of motivation, communication, and leadership within an organization. It deals with the relationship between managers and non-managers. Managers must understand employee motives and maintain interpersonal relationships to satisfy employees and achieve organizational objectives. The key elements of directing are motivation, leadership, and communication. Motivation theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's theory X and Y, expectancy theory, goal setting theory, equity theory, and reinforcement theory. Leadership styles are based on traits, behaviors, and situational approaches. Effective communication is important for understanding roles, coordination, motivation, and performance.
Chapter 04 Directing function of management
This document discusses key concepts in management functions including directing, personality, attitude, learning theories, perception, supervision, and motivation. It defines directing as influencing employees to perform efficiently through communication, motivation, leadership, and supervision. Personality is described as unique physical, mental and moral qualities. Attitude has cognitive, affective and behavioral components. Learning theories covered are behaviorism, cognitivism and constructivism. Perception involves receiving, selecting, organizing and interpreting sensory data. Supervision oversees subordinates' work through commanding, guiding and controlling. Motivation aims to improve employee performance and efficiency.
Directing function in management
Directing is a key function of management that ensures employees work efficiently and effectively to achieve organizational goals. It involves guiding, instructing, supervising, and motivating employees through leadership. Directing is critical because it activates plans by converting them into actions and performance. It also improves efficiency by helping employees maximize their potential, ensures coordination among staff, and facilitates change. Directing elements include supervision, motivation, leadership, and communication. Supervision entails overseeing employees' work through functions like planning, issuing instructions, guiding, motivating, maintaining discipline, and monitoring performance. The supervisor acts as a link between management and workers.
The Coordination System
The nervous system and endocrine system are the two coordination systems in animals that allow them to respond to stimuli in the environment. The nervous system uses nerve impulses transmitted through neurons to enable rapid responses, while the endocrine system uses chemical messengers called hormones transported through the bloodstream to enable slower but longer-lasting responses. Plants also respond to stimuli but do not have nervous or endocrine systems and instead rely on plant hormones to coordinate slow, predetermined responses.
Fundamentals of management lesson 1
This document provides an overview of fundamentals of management. It defines management as the process of achieving organizational goals through planning, organizing, leading, and controlling. It explains the importance of studying management as people will either manage others or be managed. The objectives are to define management, explain its basic functions, and understand the role and importance of management. It also outlines management functions, levels, and skills needed at each level.
Introduction to Management - Basic concepts & fundamentals (An overview)
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
Management Information System (MIS)
The document provides an overview of management information systems (MIS). It defines key concepts such as data, information, and systems. It explains that an MIS is a system for collecting, processing, storing, and distributing data to managers within an organization. The main outputs of an MIS are scheduled reports, key indicator reports, demand reports, and exception reports. These help managers monitor performance and make decisions. Overall, the document serves as an introduction to MIS, covering essential elements like the relationship between data, information, and systems.
Recommended
Importance of M&E
This document discusses the importance of monitoring and evaluation (M&E) for programs and projects. It defines monitoring as an ongoing process of collecting and analyzing data to track progress and make adjustments, while evaluation assesses relevance, effectiveness, impact and sustainability. The key aspects of building an M&E system are agreeing on outcomes to measure, selecting indicators, gathering baseline data, setting targets, monitoring implementation and results, reporting findings, and sustaining the system long-term. A strong M&E system provides evidence of achievements and challenges, enables learning and improvement, and helps ensure resources are allocated to effective programs.
DIRECTING - A Function of Management
Directing is a function of management that refers to the process of motivation, communication, and leadership within an organization. It deals with the relationship between managers and non-managers. Managers must understand employee motives and maintain interpersonal relationships to satisfy employees and achieve organizational objectives. The key elements of directing are motivation, leadership, and communication. Motivation theories include Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's theory X and Y, expectancy theory, goal setting theory, equity theory, and reinforcement theory. Leadership styles are based on traits, behaviors, and situational approaches. Effective communication is important for understanding roles, coordination, motivation, and performance.
Chapter 04 Directing function of management
This document discusses key concepts in management functions including directing, personality, attitude, learning theories, perception, supervision, and motivation. It defines directing as influencing employees to perform efficiently through communication, motivation, leadership, and supervision. Personality is described as unique physical, mental and moral qualities. Attitude has cognitive, affective and behavioral components. Learning theories covered are behaviorism, cognitivism and constructivism. Perception involves receiving, selecting, organizing and interpreting sensory data. Supervision oversees subordinates' work through commanding, guiding and controlling. Motivation aims to improve employee performance and efficiency.
Directing function in management
Directing is a key function of management that ensures employees work efficiently and effectively to achieve organizational goals. It involves guiding, instructing, supervising, and motivating employees through leadership. Directing is critical because it activates plans by converting them into actions and performance. It also improves efficiency by helping employees maximize their potential, ensures coordination among staff, and facilitates change. Directing elements include supervision, motivation, leadership, and communication. Supervision entails overseeing employees' work through functions like planning, issuing instructions, guiding, motivating, maintaining discipline, and monitoring performance. The supervisor acts as a link between management and workers.
The Coordination System
The nervous system and endocrine system are the two coordination systems in animals that allow them to respond to stimuli in the environment. The nervous system uses nerve impulses transmitted through neurons to enable rapid responses, while the endocrine system uses chemical messengers called hormones transported through the bloodstream to enable slower but longer-lasting responses. Plants also respond to stimuli but do not have nervous or endocrine systems and instead rely on plant hormones to coordinate slow, predetermined responses.
Fundamentals of management lesson 1
This document provides an overview of fundamentals of management. It defines management as the process of achieving organizational goals through planning, organizing, leading, and controlling. It explains the importance of studying management as people will either manage others or be managed. The objectives are to define management, explain its basic functions, and understand the role and importance of management. It also outlines management functions, levels, and skills needed at each level.
Introduction to Management - Basic concepts & fundamentals (An overview)
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
Management Information System (MIS)
The document provides an overview of management information systems (MIS). It defines key concepts such as data, information, and systems. It explains that an MIS is a system for collecting, processing, storing, and distributing data to managers within an organization. The main outputs of an MIS are scheduled reports, key indicator reports, demand reports, and exception reports. These help managers monitor performance and make decisions. Overall, the document serves as an introduction to MIS, covering essential elements like the relationship between data, information, and systems.
Management vs leadership
While management and leadership must work together, they have distinct roles. A manager focuses on planning, organizing, coordinating, and ensuring things run smoothly through systems and structure. A leader inspires and motivates people by originating new ideas and challenging the status quo with a long-term vision through trust and innovation. Effective organizations require both management and leadership working in tandem.
Leadership
This document discusses different theories and styles of leadership. It defines leadership as the ability to influence a group toward achieving goals. Trait theories focus on personal qualities that make an effective leader, while behavioral theories examine what leaders do. Contingency theories emphasize that leadership effectiveness depends on matching the leader's style to the situation. Fiedler's contingency model identifies leadership styles as task-oriented or relationship-oriented and matches them to levels of situational control. The document also outlines different leadership styles like autocratic, bureaucratic, democratic, and laissez-faire. It briefly discusses transformational, transactional, change, and challenge leadership.
Practical approach in
The sales manager blamed the sales staff for low sales figures and threatened to replace underperforming staff. A newly recruited former Sri Lankan cricketer supported the manager's argument that underperforming players on a cricket team would be replaced. However, the cricketer added that if the entire team fails continuously, the captain and coach would also be replaced, implying that the manager was ultimately responsible for leading the team's poor performance. The document then discusses various models and theories of leadership.
PSY 126 Week 7: Leading & Trust
Leadership can be defined as influencing others to achieve objectives. There are various leadership theories that examine the traits, behaviors, and styles of effective leaders. Contingency theories suggest that the best leadership style depends on situational factors. Developing trust is important for leadership and requires integrity, competence, consistency, loyalty, openness and risk taking. Cultural differences must also be considered in global leadership.
Leadership vs managemant
Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control
This Difference Being a Leader and Being a Manager
What does it take to be a leader? What does it take to be a manager? Is there a difference between the two? What makes a someone a leader over a manager? Ryan Bisanz discusses the difference between being a leader and a manager.
mgrvsleader-161126171748.pdf. in engineering
Managers focus on controlling resources and processes to achieve goals, maintain stability, and avoid risks. They are task-oriented and accept the status quo. Leaders inspire people with a vision for the future and enlist others to accomplish common tasks. They are willing to take risks and deal with conflicts. While managers prioritize doing things right, leaders focus on doing the right things. Effective organizations need both managers to plan and monitor processes as well as leaders to guide change and innovation towards a shared vision.
Manager vs Leader
Managers focus on controlling resources and processes to achieve goals, maintain stability, and avoid risks. They are task-oriented and accept the status quo. Leaders inspire people with a vision for the future and enlist others to accomplish common tasks. They are willing to take risks and deal with conflicts. While managers prioritize doing things right, leaders focus on doing the right things. Effective organizations need both managers to plan and monitor workflows as well as leaders to guide change and innovation toward a shared vision.
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. ...
Manager Vs Leader
The document compares and contrasts managers and leaders. It states that managers are responsible for planning, organizing, and coordinating work, while leaders inspire and motivate others. Managers focus on systems and structure and have a short-term view, whereas leaders focus on people and have a long-term perspective. The document also outlines the different roles of managers and leaders in planning, organizing, leading, and controlling.
Misha Sulpovar- Awesome Things You Can Learn From Leadership
Misha Sulpovar- several types of leadership styles that exist in work circumstances and advantages and disadvantages exist in each leadership style. Its only the traditions and goals of an organization that determines which type of leadership suits to the firm.
SAP 3 LEADERSHIP-REV Paradigma Ilmu Administrasi
The document discusses various dimensions and theories of leadership. It describes the Great Man theory which posits that great leaders are born with exceptional qualities. It also discusses the behavioral theory that leaders are made through preparation and education rather than born with innate traits. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, and paternalistic styles. It further analyzes leadership dimensions from the University of Michigan and Blake-Mouton studies. Overall, the document provides an overview of the key dimensions studied in leadership.
SAP 3 LEADERSHIP-REV Paradigma Ilmu Administrasi
The document discusses various dimensions and theories of leadership. It describes the Great Man theory which posits that great leaders are born with exceptional qualities. It also discusses the behavioral theory that leaders are made through preparation and education rather than born with innate traits. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, and paternalistic styles. It further analyzes leadership dimensions from the University of Michigan and Blake-Mouton studies. Overall, the document provides an overview of the key dimensions studied in leadership.
Louise Graham Leadership presentation 2019
This document summarizes a presentation given to secondary school students about leadership and management. It discusses the differences between managers and leaders, highlighting that leaders set direction and vision while managers focus on planning and minimizing risk. It also emphasizes that good leadership is important for business success, employee satisfaction, and lower staff turnover. Leaders can inspire people to do their best work and achieve goals.
Leadership
This document discusses various perspectives on leadership. It defines leadership as encouraging others to work towards common objectives. Effective leadership aligns people towards shared goals and empowers them to achieve those goals. The document then examines different leadership styles including autocratic, democratic, laissez-faire, and paternalistic. It also explores trait theories of leadership, behavioral theories, and contingency theories which posit that leadership effectiveness depends on how a leader's style fits the given situation. The path-goal theory holds that leaders should motivate subordinates by making clear how to achieve goals.
Fielder Contingency theory of leadership by Hassan Samoon
This document provides an overview of Fiedler's Contingency Theory of Leadership. It introduces Fred Fiedler, the originator of the theory, and provides biographical details about him. The core concepts of the theory are explained, including situational favorableness, leadership styles (measured by the LPC scale), and how the theory assesses whether a leader will be effective based on the interaction between their style and the situation. Advantages like its prescriptive nature and ability to identify leaders are outlined. Disadvantages around applying it in changing environments and accurately choosing contingency approaches are also noted.
Leadership Theories.pptx
The document discusses several theories of leadership. The Great Man theory proposes that great leaders are born with certain inherited traits. The Trait theory similarly believes that leaders possess innate qualities like intelligence and confidence. Behavioral theories focus on observable behaviors and argue that leadership can be learned. Contingency theories emphasize that the most effective leadership style depends on situational factors. Situational leadership theory and Path-Goal theory argue that leaders should adapt their style to followers' readiness and needs. Relationship theories like transformational leadership emphasize connecting with followers through inspiration.
Jnidbi 211010
The slides to be used to explain Leadership styles, difference between Manager and leader and also situational leadership- for senior executives
Leadership series styles
Leadership comes in many forms and not one size ever fits all. It is more common that several sizes fit one person. What I mean by that is that a successful leader will have many different styles to use for differing situations. In this presentation the participants will leave with an understanding of many leadership styles and will have the ability to select which works best for them in which situation and with which type of employee.
Leadership - HBO
The document discusses various aspects of leadership including definitions, characteristics, importance, styles, theories and skills. It defines leadership as a process to influence and guide others towards accomplishing goals. It describes key characteristics like being interpersonal and situation-dependent. Important leadership styles discussed include autocratic, laissez-faire, democratic and bureaucratic. Several theories of leadership are also summarized like the path-goal theory, great man theory, trait theory, transformational vs transactional leadership and Fiedler's contingency model. Effective leadership skills mentioned are time management, asking questions, work-life balance, growth opportunities, brainstorming, vision and courage.
青城山 Qīngchéngshān
Miranda, Maria and Jenya visited the Mount Qing Cheng in Chengdu. They felt exhausted when coming back but excited and satisfied. It was adventurous to hike all day long. However, it was so great to reach the peak of mountain and find a cable car to go down eventually. Even though I did not join (since I got sick before the trip), I felt that is quite a pity to see many beautiful pictures they have shared when coming back.
01 leadership definition
Leadership is influence according to John C. Maxwell. This document provides an overview on defining leadership, comparing management and leadership, leadership styles, challenges, and how to become an effective leader. Richard Howard will discuss major leadership styles and principles to help participants understand leadership and how to lead effectively.
More Related Content
Similar to 02 management vs leadership
Management vs leadership
While management and leadership must work together, they have distinct roles. A manager focuses on planning, organizing, coordinating, and ensuring things run smoothly through systems and structure. A leader inspires and motivates people by originating new ideas and challenging the status quo with a long-term vision through trust and innovation. Effective organizations require both management and leadership working in tandem.
Leadership
This document discusses different theories and styles of leadership. It defines leadership as the ability to influence a group toward achieving goals. Trait theories focus on personal qualities that make an effective leader, while behavioral theories examine what leaders do. Contingency theories emphasize that leadership effectiveness depends on matching the leader's style to the situation. Fiedler's contingency model identifies leadership styles as task-oriented or relationship-oriented and matches them to levels of situational control. The document also outlines different leadership styles like autocratic, bureaucratic, democratic, and laissez-faire. It briefly discusses transformational, transactional, change, and challenge leadership.
Practical approach in
The sales manager blamed the sales staff for low sales figures and threatened to replace underperforming staff. A newly recruited former Sri Lankan cricketer supported the manager's argument that underperforming players on a cricket team would be replaced. However, the cricketer added that if the entire team fails continuously, the captain and coach would also be replaced, implying that the manager was ultimately responsible for leading the team's poor performance. The document then discusses various models and theories of leadership.
PSY 126 Week 7: Leading & Trust
Leadership can be defined as influencing others to achieve objectives. There are various leadership theories that examine the traits, behaviors, and styles of effective leaders. Contingency theories suggest that the best leadership style depends on situational factors. Developing trust is important for leadership and requires integrity, competence, consistency, loyalty, openness and risk taking. Cultural differences must also be considered in global leadership.
Leadership vs managemant
Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control
This Difference Being a Leader and Being a Manager
What does it take to be a leader? What does it take to be a manager? Is there a difference between the two? What makes a someone a leader over a manager? Ryan Bisanz discusses the difference between being a leader and a manager.
mgrvsleader-161126171748.pdf. in engineering
Managers focus on controlling resources and processes to achieve goals, maintain stability, and avoid risks. They are task-oriented and accept the status quo. Leaders inspire people with a vision for the future and enlist others to accomplish common tasks. They are willing to take risks and deal with conflicts. While managers prioritize doing things right, leaders focus on doing the right things. Effective organizations need both managers to plan and monitor processes as well as leaders to guide change and innovation towards a shared vision.
Manager vs Leader
Managers focus on controlling resources and processes to achieve goals, maintain stability, and avoid risks. They are task-oriented and accept the status quo. Leaders inspire people with a vision for the future and enlist others to accomplish common tasks. They are willing to take risks and deal with conflicts. While managers prioritize doing things right, leaders focus on doing the right things. Effective organizations need both managers to plan and monitor workflows as well as leaders to guide change and innovation toward a shared vision.
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. ...
Manager Vs Leader
The document compares and contrasts managers and leaders. It states that managers are responsible for planning, organizing, and coordinating work, while leaders inspire and motivate others. Managers focus on systems and structure and have a short-term view, whereas leaders focus on people and have a long-term perspective. The document also outlines the different roles of managers and leaders in planning, organizing, leading, and controlling.
Misha Sulpovar- Awesome Things You Can Learn From Leadership
Misha Sulpovar- several types of leadership styles that exist in work circumstances and advantages and disadvantages exist in each leadership style. Its only the traditions and goals of an organization that determines which type of leadership suits to the firm.
SAP 3 LEADERSHIP-REV Paradigma Ilmu Administrasi
The document discusses various dimensions and theories of leadership. It describes the Great Man theory which posits that great leaders are born with exceptional qualities. It also discusses the behavioral theory that leaders are made through preparation and education rather than born with innate traits. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, and paternalistic styles. It further analyzes leadership dimensions from the University of Michigan and Blake-Mouton studies. Overall, the document provides an overview of the key dimensions studied in leadership.
SAP 3 LEADERSHIP-REV Paradigma Ilmu Administrasi
The document discusses various dimensions and theories of leadership. It describes the Great Man theory which posits that great leaders are born with exceptional qualities. It also discusses the behavioral theory that leaders are made through preparation and education rather than born with innate traits. Additionally, it outlines different leadership styles such as autocratic, democratic, laissez-faire, and paternalistic styles. It further analyzes leadership dimensions from the University of Michigan and Blake-Mouton studies. Overall, the document provides an overview of the key dimensions studied in leadership.
Louise Graham Leadership presentation 2019
This document summarizes a presentation given to secondary school students about leadership and management. It discusses the differences between managers and leaders, highlighting that leaders set direction and vision while managers focus on planning and minimizing risk. It also emphasizes that good leadership is important for business success, employee satisfaction, and lower staff turnover. Leaders can inspire people to do their best work and achieve goals.
Leadership
This document discusses various perspectives on leadership. It defines leadership as encouraging others to work towards common objectives. Effective leadership aligns people towards shared goals and empowers them to achieve those goals. The document then examines different leadership styles including autocratic, democratic, laissez-faire, and paternalistic. It also explores trait theories of leadership, behavioral theories, and contingency theories which posit that leadership effectiveness depends on how a leader's style fits the given situation. The path-goal theory holds that leaders should motivate subordinates by making clear how to achieve goals.
Fielder Contingency theory of leadership by Hassan Samoon
This document provides an overview of Fiedler's Contingency Theory of Leadership. It introduces Fred Fiedler, the originator of the theory, and provides biographical details about him. The core concepts of the theory are explained, including situational favorableness, leadership styles (measured by the LPC scale), and how the theory assesses whether a leader will be effective based on the interaction between their style and the situation. Advantages like its prescriptive nature and ability to identify leaders are outlined. Disadvantages around applying it in changing environments and accurately choosing contingency approaches are also noted.
Leadership Theories.pptx
The document discusses several theories of leadership. The Great Man theory proposes that great leaders are born with certain inherited traits. The Trait theory similarly believes that leaders possess innate qualities like intelligence and confidence. Behavioral theories focus on observable behaviors and argue that leadership can be learned. Contingency theories emphasize that the most effective leadership style depends on situational factors. Situational leadership theory and Path-Goal theory argue that leaders should adapt their style to followers' readiness and needs. Relationship theories like transformational leadership emphasize connecting with followers through inspiration.
Jnidbi 211010
The slides to be used to explain Leadership styles, difference between Manager and leader and also situational leadership- for senior executives
Leadership series styles
Leadership comes in many forms and not one size ever fits all. It is more common that several sizes fit one person. What I mean by that is that a successful leader will have many different styles to use for differing situations. In this presentation the participants will leave with an understanding of many leadership styles and will have the ability to select which works best for them in which situation and with which type of employee.
Leadership - HBO
The document discusses various aspects of leadership including definitions, characteristics, importance, styles, theories and skills. It defines leadership as a process to influence and guide others towards accomplishing goals. It describes key characteristics like being interpersonal and situation-dependent. Important leadership styles discussed include autocratic, laissez-faire, democratic and bureaucratic. Several theories of leadership are also summarized like the path-goal theory, great man theory, trait theory, transformational vs transactional leadership and Fiedler's contingency model. Effective leadership skills mentioned are time management, asking questions, work-life balance, growth opportunities, brainstorming, vision and courage.
Similar to 02 management vs leadership (20)
This Difference Being a Leader and Being a Manager
This Difference Being a Leader and Being a Manager
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 Chapte.docx
Misha Sulpovar- Awesome Things You Can Learn From Leadership
Misha Sulpovar- Awesome Things You Can Learn From Leadership
Fielder Contingency theory of leadership by Hassan Samoon
Fielder Contingency theory of leadership by Hassan Samoon
More from Nguyễn Thanh
青城山 Qīngchéngshān
Miranda, Maria and Jenya visited the Mount Qing Cheng in Chengdu. They felt exhausted when coming back but excited and satisfied. It was adventurous to hike all day long. However, it was so great to reach the peak of mountain and find a cable car to go down eventually. Even though I did not join (since I got sick before the trip), I felt that is quite a pity to see many beautiful pictures they have shared when coming back.
01 leadership definition
Leadership is influence according to John C. Maxwell. This document provides an overview on defining leadership, comparing management and leadership, leadership styles, challenges, and how to become an effective leader. Richard Howard will discuss major leadership styles and principles to help participants understand leadership and how to lead effectively.
06 leadership rick keypoint - references
Rick outlines several key points on leadership including that principles are important, leadership is not a popularity contest, and leadership can be both learned and innate. He emphasizes that people are a leader's most important asset and should be cared for and advocated for, especially in difficult situations which can bring out leadership abilities. Rick also notes that good leaders are constantly learning to improve and that dealing with one's own weaknesses is part of leadership responsibility, but the rewards make it worthwhile.
05 leadership how-good leader
To be a good leader, one must know themselves and be willing to grow, establish clear goals and a vision for their group to work towards, and know each member of their team in order to motivate them and get the best from individuals. Effective communication, both talking to share ideas and listening to others, as well as evaluating performances and showing appreciation, are also important skills for a leader.
04 leadership challenges
External and internal challenges as well as challenges that come with leadership roles can threaten one's passion for their work over time. Even more difficult to address than burnout is a "burn-down" where enthusiasm and intensity have faded gradually due to familiarity and longevity in a role. Burn-down may be harder to recognize than burnout for both the individual and those around them. It is important to be aware of signs of burn-down developing in order to address declining passion before it negatively impacts one's work.
03 leadership styles
The document describes 5 leadership styles - commanding/coercive, visionary/authoritative, affiliative, democratic, and pacesetting. It provides a brief description of each style, when it is most effective to use that style, and potential weaknesses. The styles range from dictatorial commanding to participatory democratic and focus on either tasks or relationships.
Why do you need financial plan
The document discusses the importance of having a strong financial plan. It explains that a financial plan can help people be prepared for unexpected events and market fluctuations. It also provides peace of mind. Creating a budget is a key part of financial planning as it allows people to track their income, expenses and spending. The document recommends including as many details as possible when creating a budget to understand where money is coming from and going.
Jinli Chengdu city
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Learning Chinese words through Chengdu panda base
The Chengdu Research Base of Giant Panda Breeding is located in Chengdu, China. It is a conservation center that breeds giant pandas and works to reintroduce them into the wild. The base houses over 100 giant pandas and conducts research to help protect this endangered species. It also aims to educate visitors about panda conservation through exhibits of pandas and other wildlife found in China.
Public speaking
This document provides vocabulary words, definitions, example sentences, and contact information. It defines 20 words related to language learning: familiar, visual, aid, audience, revise, uncomfortable, ease, tension, succeed, stimulating, informative, apologize, concentrate, anxiety, rapport, transform, vitality, enthusiasm, and harness. For each word it gives the word, part of speech, definition, and an example sentence. It lists sources used and thanks the viewer at the end.
Cry
This document defines and provides examples of different types of crying. It explains what crying is, various reasons why people cry, and different verbs used to describe types of crying such as sobbing, bawling, sniveling, moaning, wailing, and whimpering. Examples are given to illustrate the meanings of each word. The document also mentions that a cry baby is someone who cries a lot, and that watery eyes can occur from irritation rather than sadness.
More from Nguyễn Thanh (11)
Recently uploaded
Artificial Intelligence, Data and Competition – LIM – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – LIM – June 2024 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
原版制作贝德福特大学毕业证（bedfordhire毕业证）硕士文凭原版一模一样
原版一模一样【微信：741003700 】【贝德福特大学毕业证（bedfordhire毕业证）硕士文凭】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
XP 2024 presentation: A New Look to Leadership
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
Competition and Regulation in Professions and Occupations – OECD – June 2024 ...
Competition and Regulation in Professions and Occupations – OECD – June 2024 ...OECD Directorate for Financial and Enterprise Affairs
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Competition and Regulation in Professions and Occupations – ROBSON – June 202...
Competition and Regulation in Professions and Occupations – ROBSON – June 202...OECD Directorate for Financial and Enterprise Affairs
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...
• For a full set of 760+ questions. Go to
https://skillcertpro.com/product/databricks-certified-data-engineer-associate-exam-questions/
• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
• It is recommended to score above 85% in SkillCertPro exams before attempting a real exam.
• SkillCertPro updates exam questions every 2 weeks.
• You will get life time access and life time free updates
• SkillCertPro assures 100% pass guarantee in first attempt.
BRIC_2024_2024-06-06-11:30-haunschild_archival_version.pdf
These are the slides of my presentation at BRIC 2024 about global science overlay maps using OpenAlex.
2024-05-30_meetup_devops_aix-marseille.pdf
Slides de notre meetup DevOps AixMarseille du 30 mai 2024 chez SmarTribune
Sujets: platform engineering / terragrunt / test containers
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...OECD Directorate for Financial and Enterprise Affairs
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdf
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
Carrer goals.pptx and their importance in real life
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...
Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...OECD Directorate for Financial and Enterprise Affairs
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
ASONAM2023_presection_slide_track-recommendation.pdf
Presented at the 2023 IEEE/ACM International Conference on
Advances in Social Networks Analysis and Mining.
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussion
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussionOECD Directorate for Financial and Enterprise Affairs
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Recently uploaded (20)
Artificial Intelligence, Data and Competition – LIM – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – LIM – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussion
Artificial Intelligence, Data and Competition – OECD – June 2024 OECD discussion
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...
Competition and Regulation in Professions and Occupations – OECD – June 2024 ...
Competition and Regulation in Professions and Occupations – OECD – June 2024 ...
Competition and Regulation in Professions and Occupations – ROBSON – June 202...
Competition and Regulation in Professions and Occupations – ROBSON – June 202...
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...
BRIC_2024_2024-06-06-11:30-haunschild_archival_version.pdf
BRIC_2024_2024-06-06-11:30-haunschild_archival_version.pdf
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...
Artificial Intelligence, Data and Competition – ČORBA – June 2024 OECD discus...
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie Wells
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie Wells
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdf
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdf
Carrer goals.pptx and their importance in real life
Carrer goals.pptx and their importance in real life
Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...
Artificial Intelligence, Data and Competition – SCHREPEL – June 2024 OECD dis...
ASONAM2023_presection_slide_track-recommendation.pdf
ASONAM2023_presection_slide_track-recommendation.pdf
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussion
Pro-competitive Industrial Policy – OECD – June 2024 OECD discussion
02 management vs leadership
- 3. The manager focuses on systems and structure
- 4. BUT the leader focuses on people
- 5. The manager relies on control. BUT the leader inspires trust.
- 6. The manager has a short-range view
- 7. BUT the leader has a long-range perspective
- 8. The manager asks how and when
- 9. BUT the leader asks what and why what why
- 10. The manager has his or her eye always on the bottom line
- 11. BUT the leader’s eye is on the horizon
- 13. BUT the leader originates
- 14. The manager is a classic good soldier. BUT the leader is his or her own person.
- 15. The manager accepts the status quo. BUT the leader challenges it.
- 16. The manager does things right. BUT the leader does the right thing.
- 17. Leadership and management work hand in hand, both are critical to the success of a effective organization. However, their jobs are different.