This is about the transition an individual will have to make in two different tracks one as a manager responsible for organizational prerogatives, the other as a leader managing the emotional quotient of the team.
Managers coordinate and oversee the work of other people so that organizational goals can be accomplished. They can be at different levels within an organization, such as first-line managers who oversee non-managerial employees, or top managers who are responsible for organization-wide decisions and goals. Management involves coordinating work activities so they are completed efficiently and effectively. Managers perform functions like planning, organizing, leading, and controlling. They also play roles such as leader, liaison, and decision-maker.
A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker — all rolled into one. And these are just a few of a manager's roles.
visite: https://www.optimizedinfotech.com/
1. An organization is defined as a consciously coordinated social unit composed of two or more people that functions continuously to achieve common goals.
2. Management functions include planning, organizing, controlling, and leading to achieve organizational efficiency and effectiveness.
3. Managers require technical, human, and conceptual skills to perform functions like decision making, communication, and human resource management that improve an organization's performance and help it adapt to changes in its environment.
Direction involves influencing subordinates' actions and getting them to act after preparations are complete. It is an active and linking function that extracts the best from human and physical resources, flows throughout the company, and involves dealing with unpredictable humans. Effective direction techniques include delegation, supervision, and issuing orders and instructions.
This chapter discusses designing effective organizations. It covers characteristics of organizations like coordination of effort, common goals, division of labor and hierarchy of authority. It discusses contingency organization design and the concepts of mechanistic and organic organizations. The chapter also addresses departmentalization formats, delegation, barriers to delegation, and how organizations are changing shape with fewer layers and more teams. Additionally, it defines organizational culture and discusses cultural characteristics like shared beliefs, values and stories.
This document provides an overview of a 2-day workshop for managers and team leaders on managing change during challenging times. The workshop is designed to increase awareness of how to shift organizational culture and anticipate forces that contribute to change. It also covers designing, implementing, and managing operations to support change efforts while aligning staff understanding and behaviors. The goals are to inspire teams to succeed in uncertain times and create innovative, win-win solutions. The workshop is customized for each organization and aimed at helping anyone who needs to adapt to or lead organizational changes.
This document discusses the concept of directing as a managerial function. It defines directing as giving instructions and guidance to staff to achieve organizational goals. Several experts define directing as the process of leading subordinates to understand and contribute to enterprise objectives through issuing instructions and ensuring operations are carried out as planned. Directing is described as a continuous process that flows from top management down through the organizational hierarchy and involves telling employees what to do, assigning procedures, correcting mistakes, and providing on-the-job instruction. The importance of directing is that it initiates actions to achieve results, maximizes employee capabilities, and ensures elements like supervision, motivation, leadership and communication remain effective to keep all employees working toward shared goals.
Managers coordinate and oversee the work of other people so that organizational goals can be accomplished. They can be at different levels within an organization, such as first-line managers who oversee non-managerial employees, or top managers who are responsible for organization-wide decisions and goals. Management involves coordinating work activities so they are completed efficiently and effectively. Managers perform functions like planning, organizing, leading, and controlling. They also play roles such as leader, liaison, and decision-maker.
A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker — all rolled into one. And these are just a few of a manager's roles.
visite: https://www.optimizedinfotech.com/
1. An organization is defined as a consciously coordinated social unit composed of two or more people that functions continuously to achieve common goals.
2. Management functions include planning, organizing, controlling, and leading to achieve organizational efficiency and effectiveness.
3. Managers require technical, human, and conceptual skills to perform functions like decision making, communication, and human resource management that improve an organization's performance and help it adapt to changes in its environment.
Direction involves influencing subordinates' actions and getting them to act after preparations are complete. It is an active and linking function that extracts the best from human and physical resources, flows throughout the company, and involves dealing with unpredictable humans. Effective direction techniques include delegation, supervision, and issuing orders and instructions.
This chapter discusses designing effective organizations. It covers characteristics of organizations like coordination of effort, common goals, division of labor and hierarchy of authority. It discusses contingency organization design and the concepts of mechanistic and organic organizations. The chapter also addresses departmentalization formats, delegation, barriers to delegation, and how organizations are changing shape with fewer layers and more teams. Additionally, it defines organizational culture and discusses cultural characteristics like shared beliefs, values and stories.
This document provides an overview of a 2-day workshop for managers and team leaders on managing change during challenging times. The workshop is designed to increase awareness of how to shift organizational culture and anticipate forces that contribute to change. It also covers designing, implementing, and managing operations to support change efforts while aligning staff understanding and behaviors. The goals are to inspire teams to succeed in uncertain times and create innovative, win-win solutions. The workshop is customized for each organization and aimed at helping anyone who needs to adapt to or lead organizational changes.
This document discusses the concept of directing as a managerial function. It defines directing as giving instructions and guidance to staff to achieve organizational goals. Several experts define directing as the process of leading subordinates to understand and contribute to enterprise objectives through issuing instructions and ensuring operations are carried out as planned. Directing is described as a continuous process that flows from top management down through the organizational hierarchy and involves telling employees what to do, assigning procedures, correcting mistakes, and providing on-the-job instruction. The importance of directing is that it initiates actions to achieve results, maximizes employee capabilities, and ensures elements like supervision, motivation, leadership and communication remain effective to keep all employees working toward shared goals.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of managers, and functions of management. It describes what managers do, including their functions of planning, organizing, leading, and controlling. It also outlines management roles and skills. The document notes how the manager's job is changing with a focus on customers and innovation. It concludes with defining organizations and discussing why studying management is important.
This document discusses analyzing job roles and responsibilities. It identifies different roles like supervisor, manager, and leader and the functions associated with each like planning, organizing, staffing, and controlling. It also lists the skills needed like problem solving, decision making, communication, and human relations. The document suggests reviewing a job description to determine what supervisory, managerial, or leadership roles are required. It proposes preparing a role analysis to identify the types of roles like shaper, plant, monitor-evaluator, and implementor as well as the best approach like functional or activity-based.
This document discusses the nature and concept of management. It defines management as the process of coordinating and overseeing work performance to efficiently accomplish organizational goals. The document outlines the key functions of management, including planning, organizing, staffing, leading, and controlling. It explains that management aims to achieve coordination, efficiency, and effectiveness within organizations.
A manager coordinates and oversees the work of others to accomplish organizational goals. Managers can be classified by their level in the organization and perform functions like planning, organizing, leading, and controlling. Effective management involves coordinating work efficiently and achieving goals. Managers need skills in technical areas, working with people, and conceptual thinking.
This document defines management as the process of coordinating and overseeing the work performance of individuals in an organization to efficiently achieve goals. It discusses the key functions of management as planning, organizing, staffing, leading, and controlling. Planning involves setting goals and strategies, organizing assigns tasks and resources, staffing fills jobs, leading motivates people, and controlling evaluates performance. The intrinsic nature of management is coordination for harmonious work, efficiency in resource use, and effectiveness in goal achievement.
The document discusses the definition and characteristics of organizations. An organization is defined as a group of people working together on common goals on a continuous basis. Organizations have hierarchies of authority, divisions of labor, and coordinate efforts to achieve common goals. The organization process involves listing jobs, dividing jobs, establishing departments, coordinating jobs, and performing evaluations.
This document is a learning outline for a chapter on management. It defines key terms like managers, organizations, and the functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. Managers fulfill roles like leaders, liaisons, and decision-makers. Their job is changing to focus more on customers and innovation. Studying management is useful because good management is needed universally, most people are either managers or managed, and management offers rewards and challenges.
This document discusses implementing agile governance principles in corporations. It begins with defining governance and the separation of powers concept. It then provides examples of how agile principles could apply to governance in a corporation by giving employees more involvement in decision making and allowing them to challenge or change rules through voting. The document advocates for a balanced approach between authoritarian, deregulated, and over-regulated styles of governance. It also provides some tips and considerations for implementing more agile governance in a corporation.
Social Media: Mindset, Tools and StrategyGerry Kirk
This document outlines a 1 hour roadmap for a workshop on social media mindset, tools, and strategy. It begins with an introduction to changing one's mindset around social media from broadcast to collaboration. An overview of popular social media tools is then provided. Finally, participants engage in a group exercise where they build a communications strategy around a scenario using the available tools within a simulated budget. The document aims to help participants understand social media from different perspectives and work through applying key concepts.
Customers need more than convenient access to customer service; they need a level of genuine human interaction that drives positive customer experiences. Here's what consumers think companies can do better to master the personal touch.
Learning is possible in a smooth manner if you have a growth mindset. Let's examine what is mindset, decision theory, growth mindset and fixed mindset.
Dr. Cobus Pienaar of the Arbinger Institute South Africa helps organizations change their mindset. Those with an inward mindset focus on their own objectives, sabotaging organizational results, while an outward mindset focuses on collective objectives and impact on others. An outward mindset leads to more innovation, collaboration, and breakthrough results without the costs of an inward mindset. Mindset change starts with changing the mindsets of individual leaders and team members.
The document discusses the importance of positive communication and kindness. It contrasts "Dirty Thirty" negative communication styles with "Thoughtful Thirty" positive ones. It encourages the reader to follow Fred's example by lifting others up through encouragement, compliments, kindness, and expressing care, love and respect in conversations. The overall message is that small acts of kindness can make a big difference through their positive ripple effects.
The document discusses the concept of "Freds", or people who demonstrate passion and excellence in their work through delight in attitude, consistently remarkable service, and creating value for others. It outlines four principles of Freds, including that everyone can choose to make a difference, success is built on relationships, continual value creation doesn't require money, and people can reinvent themselves. It provides strategies for organizations to identify, reward, educate, and lead by example to develop more Freds and spread their positive impact.
The document discusses characteristics of successful entrepreneurs. It states that successful entrepreneurs possess qualities like helping others, building relationships, appreciation of others, caring for people, and having a positive outlook with qualities like freedom, optimism and looking for possibilities. Additionally, successful entrepreneurs are inclined towards growth through learning, curiosity, innovation, creation, and taking challenges. They possess characteristics like self-acceptance, self-awareness, confidence, ownership and accountability. Successful entrepreneurs also possess the mindset of getting things done through perseverance, hard work, effort and focus on outcomes.
The document discusses the key functions and principles of management. It defines management as the process of designing and maintaining an environment where people work together effectively to achieve organizational goals. The main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing is assigning tasks and grouping work, leading is motivating employees, and controlling is monitoring performance. Effective management requires conceptual skills like strategic thinking, human skills like motivating people, and technical skills in a particular field. Management levels include top managers responsible for the whole organization, middle managers overseeing departments, and first-line managers directly supervising workers.
The document contrasts the roles and characteristics of managers versus leaders. It provides over 30 bullet points describing how managers focus on production, short-term results, and maintaining the status quo, while leaders prioritize people, long-term vision, and challenging the existing system. Overall, the document suggests that managers drive teams through positional power and fear, whereas true leaders inspire people through emotional intelligence, enthusiasm, and creating confidence.
This document defines and describes key management terms including directing, controlling, coordination, and decision making. Directing involves instructing and overseeing employees to achieve goals. Controlling measures performance against standards and helps take corrective actions. Coordination ensures unity of group efforts toward common objectives. Decision making is a key role of managers, who must gain experience to make right decisions by properly defining problems, assessing implications, exploring perspectives, and weighing pros and cons. These four functions are the basic pillars of any management strategy.
The document contrasts the roles and characteristics of managers versus leaders. It lists over 50 bullet points describing how managers tend to be more production and system oriented, focusing on short-term goals and compliance, while leaders are more people oriented, inspiring long-term vision and change. Managers delegate responsibility while leaders delegate authority. Overall, the document frames managers as maintaining the status quo while leaders innovate and challenge the existing system.
The document contrasts the roles and characteristics of managers versus leaders. It lists over 50 bullet points describing how managers tend to be more production and system oriented, focusing on short-term goals and compliance, while leaders are more people oriented, inspiring long-term vision and change. Managers delegate responsibility while leaders delegate authority. Overall, the document frames managers as maintaining the status quo while leaders innovate and challenge the existing system.
This document provides an introduction to management and organizations. It defines key management terms like managers, levels of managers, and functions of management. It describes what managers do, including their functions of planning, organizing, leading, and controlling. It also outlines management roles and skills. The document notes how the manager's job is changing with a focus on customers and innovation. It concludes with defining organizations and discussing why studying management is important.
This document discusses analyzing job roles and responsibilities. It identifies different roles like supervisor, manager, and leader and the functions associated with each like planning, organizing, staffing, and controlling. It also lists the skills needed like problem solving, decision making, communication, and human relations. The document suggests reviewing a job description to determine what supervisory, managerial, or leadership roles are required. It proposes preparing a role analysis to identify the types of roles like shaper, plant, monitor-evaluator, and implementor as well as the best approach like functional or activity-based.
This document discusses the nature and concept of management. It defines management as the process of coordinating and overseeing work performance to efficiently accomplish organizational goals. The document outlines the key functions of management, including planning, organizing, staffing, leading, and controlling. It explains that management aims to achieve coordination, efficiency, and effectiveness within organizations.
A manager coordinates and oversees the work of others to accomplish organizational goals. Managers can be classified by their level in the organization and perform functions like planning, organizing, leading, and controlling. Effective management involves coordinating work efficiently and achieving goals. Managers need skills in technical areas, working with people, and conceptual thinking.
This document defines management as the process of coordinating and overseeing the work performance of individuals in an organization to efficiently achieve goals. It discusses the key functions of management as planning, organizing, staffing, leading, and controlling. Planning involves setting goals and strategies, organizing assigns tasks and resources, staffing fills jobs, leading motivates people, and controlling evaluates performance. The intrinsic nature of management is coordination for harmonious work, efficiency in resource use, and effectiveness in goal achievement.
The document discusses the definition and characteristics of organizations. An organization is defined as a group of people working together on common goals on a continuous basis. Organizations have hierarchies of authority, divisions of labor, and coordinate efforts to achieve common goals. The organization process involves listing jobs, dividing jobs, establishing departments, coordinating jobs, and performing evaluations.
This document is a learning outline for a chapter on management. It defines key terms like managers, organizations, and the functions of management. It describes what managers do, including planning, organizing, leading, and controlling work. Managers fulfill roles like leaders, liaisons, and decision-makers. Their job is changing to focus more on customers and innovation. Studying management is useful because good management is needed universally, most people are either managers or managed, and management offers rewards and challenges.
This document discusses implementing agile governance principles in corporations. It begins with defining governance and the separation of powers concept. It then provides examples of how agile principles could apply to governance in a corporation by giving employees more involvement in decision making and allowing them to challenge or change rules through voting. The document advocates for a balanced approach between authoritarian, deregulated, and over-regulated styles of governance. It also provides some tips and considerations for implementing more agile governance in a corporation.
Social Media: Mindset, Tools and StrategyGerry Kirk
This document outlines a 1 hour roadmap for a workshop on social media mindset, tools, and strategy. It begins with an introduction to changing one's mindset around social media from broadcast to collaboration. An overview of popular social media tools is then provided. Finally, participants engage in a group exercise where they build a communications strategy around a scenario using the available tools within a simulated budget. The document aims to help participants understand social media from different perspectives and work through applying key concepts.
Customers need more than convenient access to customer service; they need a level of genuine human interaction that drives positive customer experiences. Here's what consumers think companies can do better to master the personal touch.
Learning is possible in a smooth manner if you have a growth mindset. Let's examine what is mindset, decision theory, growth mindset and fixed mindset.
Dr. Cobus Pienaar of the Arbinger Institute South Africa helps organizations change their mindset. Those with an inward mindset focus on their own objectives, sabotaging organizational results, while an outward mindset focuses on collective objectives and impact on others. An outward mindset leads to more innovation, collaboration, and breakthrough results without the costs of an inward mindset. Mindset change starts with changing the mindsets of individual leaders and team members.
The document discusses the importance of positive communication and kindness. It contrasts "Dirty Thirty" negative communication styles with "Thoughtful Thirty" positive ones. It encourages the reader to follow Fred's example by lifting others up through encouragement, compliments, kindness, and expressing care, love and respect in conversations. The overall message is that small acts of kindness can make a big difference through their positive ripple effects.
The document discusses the concept of "Freds", or people who demonstrate passion and excellence in their work through delight in attitude, consistently remarkable service, and creating value for others. It outlines four principles of Freds, including that everyone can choose to make a difference, success is built on relationships, continual value creation doesn't require money, and people can reinvent themselves. It provides strategies for organizations to identify, reward, educate, and lead by example to develop more Freds and spread their positive impact.
The document discusses characteristics of successful entrepreneurs. It states that successful entrepreneurs possess qualities like helping others, building relationships, appreciation of others, caring for people, and having a positive outlook with qualities like freedom, optimism and looking for possibilities. Additionally, successful entrepreneurs are inclined towards growth through learning, curiosity, innovation, creation, and taking challenges. They possess characteristics like self-acceptance, self-awareness, confidence, ownership and accountability. Successful entrepreneurs also possess the mindset of getting things done through perseverance, hard work, effort and focus on outcomes.
The document discusses the key functions and principles of management. It defines management as the process of designing and maintaining an environment where people work together effectively to achieve organizational goals. The main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing is assigning tasks and grouping work, leading is motivating employees, and controlling is monitoring performance. Effective management requires conceptual skills like strategic thinking, human skills like motivating people, and technical skills in a particular field. Management levels include top managers responsible for the whole organization, middle managers overseeing departments, and first-line managers directly supervising workers.
The document contrasts the roles and characteristics of managers versus leaders. It provides over 30 bullet points describing how managers focus on production, short-term results, and maintaining the status quo, while leaders prioritize people, long-term vision, and challenging the existing system. Overall, the document suggests that managers drive teams through positional power and fear, whereas true leaders inspire people through emotional intelligence, enthusiasm, and creating confidence.
This document defines and describes key management terms including directing, controlling, coordination, and decision making. Directing involves instructing and overseeing employees to achieve goals. Controlling measures performance against standards and helps take corrective actions. Coordination ensures unity of group efforts toward common objectives. Decision making is a key role of managers, who must gain experience to make right decisions by properly defining problems, assessing implications, exploring perspectives, and weighing pros and cons. These four functions are the basic pillars of any management strategy.
The document contrasts the roles and characteristics of managers versus leaders. It lists over 50 bullet points describing how managers tend to be more production and system oriented, focusing on short-term goals and compliance, while leaders are more people oriented, inspiring long-term vision and change. Managers delegate responsibility while leaders delegate authority. Overall, the document frames managers as maintaining the status quo while leaders innovate and challenge the existing system.
The document contrasts the roles and characteristics of managers versus leaders. It lists over 50 bullet points describing how managers tend to be more production and system oriented, focusing on short-term goals and compliance, while leaders are more people oriented, inspiring long-term vision and change. Managers delegate responsibility while leaders delegate authority. Overall, the document frames managers as maintaining the status quo while leaders innovate and challenge the existing system.
The document contrasts the roles and characteristics of managers versus leaders. It outlines that managers focus on production, short-term results, and maintaining the status quo, while leaders focus on developing people, long-term vision, and challenging the status quo. Overall, managers administer and drive teams, whereas leaders innovate, inspire, and coach team members.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on soft skills like communication, motivation and vision, and management skills which emphasize hard skills such as scheduling, staffing and project controls.
2) Key attributes of effective leaders including passion, integrity, honesty, and the ability to motivate others through charisma and listening.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to influence through communication and problem-solving, and the commitment to make difficult decisions.
Leadership Training by Institute of Electrical and Electronics EngineersAtlantic Training, LLC.
The document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on soft skills like communication, motivation and vision, and management skills which emphasize hard skills like scheduling, staffing and project controls.
2) Key attributes of effective leaders including passion, integrity, honesty, risk-taking, dedication and charisma. Effective communication, listening skills and empowering team members are also emphasized.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to influence through communication and conflict resolution, and the commitment to make difficult decisions that benefit the team or organization.
The document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, team building, motivation, and conflict management. The key points made are that leadership involves influencing others, strong communication and problem-solving skills are important, and effective leaders demonstrate integrity, passion and a commitment to developing others.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on influencing others through communication, conflict management, and problem solving, and management skills which focus on organizing tasks and resources.
2) Key attributes of effective leaders including having a guiding vision, passion, integrity, honesty, and the ability to motivate others through charisma and listening.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to communicate and influence people, and making a commitment to difficult decisions that impact people.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and concepts. It discusses definitions of leadership and management, attributes of effective leaders, interpersonal communications skills, personality types, motivating teams, and building and coaching teams. The key points covered are defining leadership as the ability to influence others, outlining attributes like vision, passion, and integrity. It also distinguishes leadership from management and their different skills, and provides tips for developing interpersonal effectiveness and communications.
This document provides an overview of leadership skills and attributes. It discusses:
1) The differences between leadership skills which focus on influencing others through communication, conflict management, and problem solving, and management skills which focus on organizing tasks and resources.
2) Key attributes of effective leaders including having a guiding vision, passion, integrity, honesty, and the ability to motivate others through charisma and listening.
3) Elements of interpersonal effectiveness for leadership including awareness of oneself and others, the ability to communicate and influence others, and making a commitment to difficult decisions that impact people.
This document provides an overview of leadership skills and attributes. It discusses:
1) The definition of leadership as the ability to influence others, with or without authority. Key leadership skills include interpersonal communication, conflict management, and problem solving.
2) Attributes of effective leaders, such as having a guiding vision, passion, integrity, honesty, and the ability to motivate others through charisma and listening skills.
3) The differences between leadership skills which focus on soft skills like communication and motivation, and management skills which emphasize hard skills such as scheduling, staffing, and project controls. Leadership seeks change while management values stability and predictability.
This document provides an overview of leadership skills and attributes. It discusses:
1) The definition of leadership as the ability to influence others, with or without authority. Key leadership skills include interpersonal communications, conflict management, and problem solving.
2) Attributes that effective leaders possess, such as having a guiding vision, passion, integrity, honesty, and the ability to motivate others.
3) The differences between leadership skills which focus on soft skills like communication and motivation, and management skills which involve hard skills such as scheduling and project controls.
4) Tips for being a leader, including taking responsibility, conveying a positive attitude, empowering others, effective communication, and leading by example.
2. Work Structure vs. Self Awareness
Manager Leader
• Work Structure helps to • Self Awareness
structure the
helps to structure
expectations and role of
a manager the mindset of the
• This is driven by leader
organizational agenda • This is driven by self
agenda
3. Outward Looking vs. In-ward looking
Manager Leader
• This is purely an • This is purely an
outward looking inward looking
movement. movement
• This is about tackling • This is about tackling
the work environment ones inner issues
and its issues
4. Responsible for other’s output vs.
Responsible for other’s happiness
Manager Leader
• The main • The main
responsibility is to responsibility of the
ensure that the team leader is to ensure his
delivers. team is happy with
their roles and
performance
5. Creating certainty through systems vs.
Managing ambiguity of human
interaction
Manager Leader
• The managers core • As a leader the core
responsibility is to responsibility is to
make un-certainty into manage the diversity
certainty through and ambiguity of
systems and process human relationships
• Here the aim is to • Here the aim is to
standardise and diversify and
structure customise