This document discusses leadership styles and profiles the manager of an outlet for a restaurant chain called XO Suki. It provides background on Mr. Harry Yohanes, the outlet manager, including his education and work experience. It then discusses different leadership styles like autocratic, democratic, laissez-faire, situational, transactional, and transformational leadership. The document analyzes that Mr. Harry's style is likely democratic as he considers all employees' viewpoints in decision making. It also contrasts transactional and transformational leadership.
This document appears to be an assignment submitted by a student named Chirag Sankeshwari for a People & Organizations course. The assignment contains analyses of various topics related to organizational culture, leadership styles, strategic human resource management, performance evaluation, and conflict resolution with an emphasis on best practices in the 21st century. Each section provides definitions and discusses characteristics or types of the given topic. The document includes tables of contents and references.
This document discusses the key skills and actions of effective leadership. It identifies five actions that effective leaders take: 1) providing a clear vision and direction, 2) setting and celebrating goals, 3) openly identifying problems, 4) supporting initiative-taking and leadership at all levels, and 5) increasing communication and encouraging others to do the same. It emphasizes that leadership is about empowering others, distributing leadership, and getting results through a team rather than entitlement or authority over others.
1. The document is an assignment submitted by a student named Chirag Sankeshwari for a People & Organizations module. It includes 6 sections that critically assess topics related to individual personality, motivation theories, group behavior, management of change, organizational design, and a bibliography.
2. The first section analyzes individual personality and covers determinants of personality like the Big Five personality dimensions and Myers-Briggs Type Indicator. The second section analyzes motivation theories like Maslow's hierarchy of needs and McClelland's needs theory.
3. The third section analyzes group behavior and covers topics like groupthink, group shift, and de-individualization. The fourth section analyzes models of
This chapter discusses leadership and power in organizations. It defines leadership as the ability to lead a group and set challenging goals. The chapter then covers several theories of leadership, including trait theory and behavioral theories. It also discusses different leadership styles and the differences between leaders and managers. Finally, the chapter defines power as the ability to influence others and cause actions. It identifies six main types of power in leadership: legitimate, referent, expert, reward, coercive, and informational power.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
Mary Ramos describes her personal leadership style which involves flexibility to lead in changing times. She aims to foster leadership in others and wants teachers to see her as part of the team to facilitate positive change. Her convergent leadership style includes a moral purpose of creating an inviting learning environment and understanding and embracing change. She believes in problem solving together through open discussion and respecting all perspectives, including resistors. Ongoing learning and knowledge sharing are important, and she views her role as a data manager to help teachers improve instruction.
This document discusses various aspects of leadership styles and traits. It begins by asking the author to characterize their own leadership based on profiles by Narayana Murthy and Rahul Khosla. The author indicates they align more with Murthy's social commitment and reward-oriented style. Later sections explore the differences between ethical, moral, and corporate leadership, with the author mapping their style as primarily ethical. The document also covers servant leadership proposed by Robert Greenleaf, leadership development through experience, and the balance of art and science in leadership.
Patricia is facing low motivation and tension at work due to a demanding boss. She has several options to improve her situation. First, she can develop a positive attitude by restructuring her work plan and setting personal goals rather than relying on her boss's demands. Second, she can get motivation from teamwork by learning from others and understanding why her boss is demanding. Third, she could shift to a new unit or job if needed. Developing a positive attitude and finding support from coworkers can help address issues with a demanding boss and improve performance.
This document appears to be an assignment submitted by a student named Chirag Sankeshwari for a People & Organizations course. The assignment contains analyses of various topics related to organizational culture, leadership styles, strategic human resource management, performance evaluation, and conflict resolution with an emphasis on best practices in the 21st century. Each section provides definitions and discusses characteristics or types of the given topic. The document includes tables of contents and references.
This document discusses the key skills and actions of effective leadership. It identifies five actions that effective leaders take: 1) providing a clear vision and direction, 2) setting and celebrating goals, 3) openly identifying problems, 4) supporting initiative-taking and leadership at all levels, and 5) increasing communication and encouraging others to do the same. It emphasizes that leadership is about empowering others, distributing leadership, and getting results through a team rather than entitlement or authority over others.
1. The document is an assignment submitted by a student named Chirag Sankeshwari for a People & Organizations module. It includes 6 sections that critically assess topics related to individual personality, motivation theories, group behavior, management of change, organizational design, and a bibliography.
2. The first section analyzes individual personality and covers determinants of personality like the Big Five personality dimensions and Myers-Briggs Type Indicator. The second section analyzes motivation theories like Maslow's hierarchy of needs and McClelland's needs theory.
3. The third section analyzes group behavior and covers topics like groupthink, group shift, and de-individualization. The fourth section analyzes models of
This chapter discusses leadership and power in organizations. It defines leadership as the ability to lead a group and set challenging goals. The chapter then covers several theories of leadership, including trait theory and behavioral theories. It also discusses different leadership styles and the differences between leaders and managers. Finally, the chapter defines power as the ability to influence others and cause actions. It identifies six main types of power in leadership: legitimate, referent, expert, reward, coercive, and informational power.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
Mary Ramos describes her personal leadership style which involves flexibility to lead in changing times. She aims to foster leadership in others and wants teachers to see her as part of the team to facilitate positive change. Her convergent leadership style includes a moral purpose of creating an inviting learning environment and understanding and embracing change. She believes in problem solving together through open discussion and respecting all perspectives, including resistors. Ongoing learning and knowledge sharing are important, and she views her role as a data manager to help teachers improve instruction.
This document discusses various aspects of leadership styles and traits. It begins by asking the author to characterize their own leadership based on profiles by Narayana Murthy and Rahul Khosla. The author indicates they align more with Murthy's social commitment and reward-oriented style. Later sections explore the differences between ethical, moral, and corporate leadership, with the author mapping their style as primarily ethical. The document also covers servant leadership proposed by Robert Greenleaf, leadership development through experience, and the balance of art and science in leadership.
Patricia is facing low motivation and tension at work due to a demanding boss. She has several options to improve her situation. First, she can develop a positive attitude by restructuring her work plan and setting personal goals rather than relying on her boss's demands. Second, she can get motivation from teamwork by learning from others and understanding why her boss is demanding. Third, she could shift to a new unit or job if needed. Developing a positive attitude and finding support from coworkers can help address issues with a demanding boss and improve performance.
Leadership requires developing both the mind and heart. Developing the mind involves questioning assumptions, thinking independently, and having a beginner's mindset. Developing the heart involves emotional intelligence, such as self-awareness, managing emotions, and empathy. While fear can motivate in the short term, leading with love provides a deeper motivation and allows people to perform at their best. True leadership development requires openness to improving both mental models and emotional skills over time.
Behavioral Coaching is a combination of processes, models and methodologies used by coaches to bring about lasting behavioral change on the part of clients
This assignment analyzes leadership philosophy in regards to the literary leadership materials, also based on my personal reflection of leadership. From the adage leaders are born and not structured, Leadership to me is the realization of having the ability which can influence thoughts, ideas and actions of others so that they can achieve sets of preset goals, tasks, duties and responsibilities. This I believe can be injected in any organizational setup, thus I agree that leadership is a very essential facet in contributing achievements of success to individuals (Ambler, 2005). While the adage maybe accurate for charismatic leaders, I also agree with scholars in this field articulate that positive gens combined with building skills will persuade people to become leaders that are effective.
The document outlines the author's personal philosophy of leadership in education. It discusses that effective leaders are good listeners, compassionate yet firm, and passionate about their work. Additionally, leaders must be competent and adaptive to grow into their role. The author believes creating an environment where people feel respected and appreciated is important. As a leader, they would focus on being understanding of change and refocusing people on helping students. Overall, the document emphasizes that students should be the central focus of education and that strong relationships with staff, parents, and community are key to success.
Marshall Goldsmith provides executive coaching focused on achieving positive, long-term behavioral change for clients and their organizations. His process involves identifying key behaviors for change with clients and stakeholders, collecting feedback, developing action plans, and ongoing follow up to ensure behavioral changes are adopted and effective leadership improvement occurs as judged by stakeholders over time. The coaching process concludes once clients achieve their desired behavioral changes through self-driven efforts and support from stakeholders.
The document analyzes the leadership style of Joe Rousseau, the general manager of the author's organization. It discusses that Rousseau displays an authoritative/influencer leadership style that focuses on motivating employees and supporting their success. He believes in setting goals for employees and listening to their suggestions to improve morale. The author believes Rousseau's high character and interpersonal skills have contributed to the organization's success. The author also observes that Rousseau's democratic and behavioral leadership styles of including employees in decision-making and serving as a role model support career development and commitment to the organization.
1. The document discusses charismatic and transformational leadership, including definitions, characteristics, and examples of each.
2. It compares charismatic and transformational leadership, noting that charismatic leadership focuses more on personal attributes while transformational leadership emphasizes inspiring and motivating followers.
3. Examples of charismatic leaders mentioned include Joseph Stalin and Adolph Hitler, while transformational leaders highlighted are Nelson Mandela, Jacinda Ardern, and Jeff Bezos.
This leadership training curriculum was created by BYU interns based on research of effective leadership practices. It provides a framework for leadership training at USANA and can be built upon. The curriculum covers USANA culture, learning soft skills of leadership, personal excellence through balancing humility and initiative, empowering employees through delegation, using feedback for accountability, and building healthy relationships for teamwork.
This document is an essay on inclusive leadership written by Oliver Smith. It discusses the key attributes of an inclusive leader, including intelligence, determination, integrity, sociability, and self-confidence. Nelson Mandela is presented as an exemplary inclusive leader. The essay also reflects on how Smith can develop his own leadership skills to be more inclusive, such as improving his persistence, drive, and self-confidence. It concludes that being an inclusive leader is important for connecting with diverse groups of people.
This document discusses the contributions of personal development to leadership. It summarizes Bass's theory of leadership, which states there are three ways people become leaders: through traits, by rising to meet crisis situations, or through learning leadership skills. It also outlines four factors of leadership: the leader, followers, communication, and situations. The document argues that personal development is important for leadership as the attributes a leader should "be, know, and do" require continuous self-improvement. Personal development helps leaders understand themselves and their followers to adapt their leadership style for different situations.
The document discusses several concepts related to ethical leadership:
1. It outlines processes for creating and sustaining ethical organizational environments, including critical thinking skills, integrity, perspective-taking, and motivation to do right.
2. It analyzes the moral dimensions of transformational leadership theory and how shared moral purposes between leaders and followers can drive change.
3. It examines how role-modeling ethical behavior can influence organizational culture and how "moral talk" can be used to address dilemmas and shape environment.
4. It presents several ethical decision-making models that can guide resolving dilemmas, including Rest's four-component model and five principles of biomedical ethics.
This document discusses different leadership theories including trait theory, behavioral theory, contingency theory, and contemporary theory. It focuses on trait theory, outlining the basic assumptions, limitations, and principles. Trait theory proposes that leadership is determined by a person's inherent qualities and traits. However, no universal traits have been proven to predict leadership in all situations. The document also discusses the traits of the historical Indonesian leader Gajah Mada and what can be learned from trait theory about vision, development, mentoring, and motivating change.
This document discusses various leadership styles and theories. It describes authoritarian, participative, and free rein styles of leadership based on authority. Additionally, it covers task-oriented and people-oriented leadership styles. Transactional leadership uses rewards and punishments, while transformational leadership inspires followers through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Contingency theory states that leadership effectiveness depends on situational factors like task structure and leader-member relations. Overall, the document provides an overview of different conceptual frameworks for understanding leadership styles and approaches.
Analysing Leadership Style to Become A Legend Leader: An ExplorationDr. Amarjeet Singh
In growing competitive environment survival of
an organization largely depend upon the organization
leader. Growing complexities and rapidly changing society
with competitive pressure for higher levels of productivity
requires effective and ethical leadership. To be successful
organization in present era of competition effective,
efficient and ethical leadership are essential requirements.
Thus this study is carried out to analyse the importance of
effective leadership, its essential qualities, its relatedness
with universally accepted principles and requirement of
leading. In addition this study also analysed the impacts of
effective qualities of leadership. This study is outlined in
five sections. First section deals with introduction. Second
section deals with selected literature reviews. Third section
deals with requirement of becoming legendary leader.
Forth section deals with impact of good leadership. The last
and fifth section deals with finding and conclusion.
This document discusses leadership and management. It defines leadership as interpersonal influence to achieve goals, and outlines elements like followers, communication, and situations. It also discusses types of leadership styles like coaching, visionary, servant, and transformational. For management, it describes the process as planning, organizing, leading, and controlling. It provides definitions and principles for each part of the management process. Overall, the document provides an overview of key concepts for both leadership and management in organizations.
The strategic leadership training course covers the basics, principals, and abilities important for key and senior administration parts. While setting real methodologies for an association would advance with time and continually change in light of various occasions, characterizing the gauge, even in a wide and general framework, can roll out a huge improvement in the result activities of the association.
Through the strategic leadership training course, you will figure out how to drive through the usage of systems as opposed to giving others a chance to take control of your choices.
As a strategic pioneer, you are capable to utilize every one of the assets of your association at its best method to deliver the most outcomes.
Audience: Course designed for :
Senior and principal managers Middle managers
who are on the track to senior Positions Executives
Directors and decision makers Both public and
private sectors can benefit from this training course
Price: $1,699.00 Length: 2 Days
Trainees will also learn:
The main challenges outside the organization that could affect the performance of the organization
How to deal with these challenges?
What are the key strategies and tactics you need to use to accomplish the best results?
Emotional intelligence in leadership
Different dynamic approach by using creative and innovative methods
Persuasion and influencing skills and tactics to achieve your goals
The goal of the strategic leadership training course is to teach you the core components of leadership, vision, purpose, strategy, and values. Over the strategic leadership training course, we will help you discover and develop specific skills and strategies suitable and necessary for your own organization.
Training objectives:
Understand the theory and practice of leading a workplace
Build strong partnerships and external/internal networks to foster a sustainable relationship with other organizations and companies
Influence others to yield better results and achieve business goals
Develop strategic thinking and planning skills to lead creativity and positive change
Develop research skills to always stay updated and informed about what is related to the business
Develop greater and broader awareness and competencies
Develop better skills of monitoring, supporting, and performance
Establish norms and regulations
Use the resources in the most effective way
Take more reasonable risks
Share knowledge
Learn more about course outline, pricing etc. Call us today: +1-972-665-9786
Strategic Leadership Training
https://www.tonex.com/training-courses/strategic-leadership-training/
The document discusses different leadership styles including autocratic, bureaucratic, democratic, and laissez-faire. It defines each style and provides examples of when each may be most effective to use. For example, an autocratic style works best in situations that require quick decision making or with new, untrained employees, while a democratic style encourages participation and works well for complex problems. The document also discusses what defines a leader and that leadership can be learned as well as innate, covering various leadership theories and concepts.
The document discusses the importance of internal and external principles for educational leaders. It emphasizes that internal principles, such as values and ethics, are more important than external principles like management decisions. It provides several examples of key principles that effective school leaders embody, such as being proactive, respecting diversity, and doing what is right rather than just following rules. The document also discusses the importance of community involvement, staff professional development, and establishing a culture of continuous learning through professional learning communities.
Leadership is defined as the ability to influence others towards achieving goals. It involves directing and guiding subordinates through both personal qualities and formal managerial role. There are different styles of leadership such as autocratic, where the leader has full control, and democratic, where the leader involves subordinates in decision making. Effective leadership depends on adapting one's style to the specific situation.
SAP 3 LEADERSHIP-REV Paradigma Ilmu AdministrasiFadelKurniawan
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.
Leadership requires developing both the mind and heart. Developing the mind involves questioning assumptions, thinking independently, and having a beginner's mindset. Developing the heart involves emotional intelligence, such as self-awareness, managing emotions, and empathy. While fear can motivate in the short term, leading with love provides a deeper motivation and allows people to perform at their best. True leadership development requires openness to improving both mental models and emotional skills over time.
Behavioral Coaching is a combination of processes, models and methodologies used by coaches to bring about lasting behavioral change on the part of clients
This assignment analyzes leadership philosophy in regards to the literary leadership materials, also based on my personal reflection of leadership. From the adage leaders are born and not structured, Leadership to me is the realization of having the ability which can influence thoughts, ideas and actions of others so that they can achieve sets of preset goals, tasks, duties and responsibilities. This I believe can be injected in any organizational setup, thus I agree that leadership is a very essential facet in contributing achievements of success to individuals (Ambler, 2005). While the adage maybe accurate for charismatic leaders, I also agree with scholars in this field articulate that positive gens combined with building skills will persuade people to become leaders that are effective.
The document outlines the author's personal philosophy of leadership in education. It discusses that effective leaders are good listeners, compassionate yet firm, and passionate about their work. Additionally, leaders must be competent and adaptive to grow into their role. The author believes creating an environment where people feel respected and appreciated is important. As a leader, they would focus on being understanding of change and refocusing people on helping students. Overall, the document emphasizes that students should be the central focus of education and that strong relationships with staff, parents, and community are key to success.
Marshall Goldsmith provides executive coaching focused on achieving positive, long-term behavioral change for clients and their organizations. His process involves identifying key behaviors for change with clients and stakeholders, collecting feedback, developing action plans, and ongoing follow up to ensure behavioral changes are adopted and effective leadership improvement occurs as judged by stakeholders over time. The coaching process concludes once clients achieve their desired behavioral changes through self-driven efforts and support from stakeholders.
The document analyzes the leadership style of Joe Rousseau, the general manager of the author's organization. It discusses that Rousseau displays an authoritative/influencer leadership style that focuses on motivating employees and supporting their success. He believes in setting goals for employees and listening to their suggestions to improve morale. The author believes Rousseau's high character and interpersonal skills have contributed to the organization's success. The author also observes that Rousseau's democratic and behavioral leadership styles of including employees in decision-making and serving as a role model support career development and commitment to the organization.
1. The document discusses charismatic and transformational leadership, including definitions, characteristics, and examples of each.
2. It compares charismatic and transformational leadership, noting that charismatic leadership focuses more on personal attributes while transformational leadership emphasizes inspiring and motivating followers.
3. Examples of charismatic leaders mentioned include Joseph Stalin and Adolph Hitler, while transformational leaders highlighted are Nelson Mandela, Jacinda Ardern, and Jeff Bezos.
This leadership training curriculum was created by BYU interns based on research of effective leadership practices. It provides a framework for leadership training at USANA and can be built upon. The curriculum covers USANA culture, learning soft skills of leadership, personal excellence through balancing humility and initiative, empowering employees through delegation, using feedback for accountability, and building healthy relationships for teamwork.
This document is an essay on inclusive leadership written by Oliver Smith. It discusses the key attributes of an inclusive leader, including intelligence, determination, integrity, sociability, and self-confidence. Nelson Mandela is presented as an exemplary inclusive leader. The essay also reflects on how Smith can develop his own leadership skills to be more inclusive, such as improving his persistence, drive, and self-confidence. It concludes that being an inclusive leader is important for connecting with diverse groups of people.
This document discusses the contributions of personal development to leadership. It summarizes Bass's theory of leadership, which states there are three ways people become leaders: through traits, by rising to meet crisis situations, or through learning leadership skills. It also outlines four factors of leadership: the leader, followers, communication, and situations. The document argues that personal development is important for leadership as the attributes a leader should "be, know, and do" require continuous self-improvement. Personal development helps leaders understand themselves and their followers to adapt their leadership style for different situations.
The document discusses several concepts related to ethical leadership:
1. It outlines processes for creating and sustaining ethical organizational environments, including critical thinking skills, integrity, perspective-taking, and motivation to do right.
2. It analyzes the moral dimensions of transformational leadership theory and how shared moral purposes between leaders and followers can drive change.
3. It examines how role-modeling ethical behavior can influence organizational culture and how "moral talk" can be used to address dilemmas and shape environment.
4. It presents several ethical decision-making models that can guide resolving dilemmas, including Rest's four-component model and five principles of biomedical ethics.
This document discusses different leadership theories including trait theory, behavioral theory, contingency theory, and contemporary theory. It focuses on trait theory, outlining the basic assumptions, limitations, and principles. Trait theory proposes that leadership is determined by a person's inherent qualities and traits. However, no universal traits have been proven to predict leadership in all situations. The document also discusses the traits of the historical Indonesian leader Gajah Mada and what can be learned from trait theory about vision, development, mentoring, and motivating change.
This document discusses various leadership styles and theories. It describes authoritarian, participative, and free rein styles of leadership based on authority. Additionally, it covers task-oriented and people-oriented leadership styles. Transactional leadership uses rewards and punishments, while transformational leadership inspires followers through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Contingency theory states that leadership effectiveness depends on situational factors like task structure and leader-member relations. Overall, the document provides an overview of different conceptual frameworks for understanding leadership styles and approaches.
Analysing Leadership Style to Become A Legend Leader: An ExplorationDr. Amarjeet Singh
In growing competitive environment survival of
an organization largely depend upon the organization
leader. Growing complexities and rapidly changing society
with competitive pressure for higher levels of productivity
requires effective and ethical leadership. To be successful
organization in present era of competition effective,
efficient and ethical leadership are essential requirements.
Thus this study is carried out to analyse the importance of
effective leadership, its essential qualities, its relatedness
with universally accepted principles and requirement of
leading. In addition this study also analysed the impacts of
effective qualities of leadership. This study is outlined in
five sections. First section deals with introduction. Second
section deals with selected literature reviews. Third section
deals with requirement of becoming legendary leader.
Forth section deals with impact of good leadership. The last
and fifth section deals with finding and conclusion.
This document discusses leadership and management. It defines leadership as interpersonal influence to achieve goals, and outlines elements like followers, communication, and situations. It also discusses types of leadership styles like coaching, visionary, servant, and transformational. For management, it describes the process as planning, organizing, leading, and controlling. It provides definitions and principles for each part of the management process. Overall, the document provides an overview of key concepts for both leadership and management in organizations.
The strategic leadership training course covers the basics, principals, and abilities important for key and senior administration parts. While setting real methodologies for an association would advance with time and continually change in light of various occasions, characterizing the gauge, even in a wide and general framework, can roll out a huge improvement in the result activities of the association.
Through the strategic leadership training course, you will figure out how to drive through the usage of systems as opposed to giving others a chance to take control of your choices.
As a strategic pioneer, you are capable to utilize every one of the assets of your association at its best method to deliver the most outcomes.
Audience: Course designed for :
Senior and principal managers Middle managers
who are on the track to senior Positions Executives
Directors and decision makers Both public and
private sectors can benefit from this training course
Price: $1,699.00 Length: 2 Days
Trainees will also learn:
The main challenges outside the organization that could affect the performance of the organization
How to deal with these challenges?
What are the key strategies and tactics you need to use to accomplish the best results?
Emotional intelligence in leadership
Different dynamic approach by using creative and innovative methods
Persuasion and influencing skills and tactics to achieve your goals
The goal of the strategic leadership training course is to teach you the core components of leadership, vision, purpose, strategy, and values. Over the strategic leadership training course, we will help you discover and develop specific skills and strategies suitable and necessary for your own organization.
Training objectives:
Understand the theory and practice of leading a workplace
Build strong partnerships and external/internal networks to foster a sustainable relationship with other organizations and companies
Influence others to yield better results and achieve business goals
Develop strategic thinking and planning skills to lead creativity and positive change
Develop research skills to always stay updated and informed about what is related to the business
Develop greater and broader awareness and competencies
Develop better skills of monitoring, supporting, and performance
Establish norms and regulations
Use the resources in the most effective way
Take more reasonable risks
Share knowledge
Learn more about course outline, pricing etc. Call us today: +1-972-665-9786
Strategic Leadership Training
https://www.tonex.com/training-courses/strategic-leadership-training/
The document discusses different leadership styles including autocratic, bureaucratic, democratic, and laissez-faire. It defines each style and provides examples of when each may be most effective to use. For example, an autocratic style works best in situations that require quick decision making or with new, untrained employees, while a democratic style encourages participation and works well for complex problems. The document also discusses what defines a leader and that leadership can be learned as well as innate, covering various leadership theories and concepts.
The document discusses the importance of internal and external principles for educational leaders. It emphasizes that internal principles, such as values and ethics, are more important than external principles like management decisions. It provides several examples of key principles that effective school leaders embody, such as being proactive, respecting diversity, and doing what is right rather than just following rules. The document also discusses the importance of community involvement, staff professional development, and establishing a culture of continuous learning through professional learning communities.
Leadership is defined as the ability to influence others towards achieving goals. It involves directing and guiding subordinates through both personal qualities and formal managerial role. There are different styles of leadership such as autocratic, where the leader has full control, and democratic, where the leader involves subordinates in decision making. Effective leadership depends on adapting one's style to the specific situation.
SAP 3 LEADERSHIP-REV Paradigma Ilmu AdministrasiFadelKurniawan
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 AdministrasiFadelKurniawan
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.
The document discusses various leadership styles and theories of leadership. It describes the autocratic, bureaucratic, democratic, and laissez-faire leadership styles. It also summarizes trait theory, behavioral theories including studies from Iowa, Ohio State, and University of Michigan, the managerial grid theory, contingency theory, path-goal theory, and Likert's four system theory. Additionally, it discusses factors that influence leadership style and problems of leadership in modern industry.
Leadership is important for organizations to function effectively. A leader is someone who guides and governs others towards achieving common goals. Leadership requires visioning the future, communicating goals to followers, and inspiring others to overcome challenges. There are many theories about what makes an effective leader, including that certain traits or characteristics are innate. A leader's style is influenced by their personality, experience, how much control they want, and the organizational structure. Effective leadership depends on followers and achieving shared objectives through active relationships and a practical approach.
Leadership and social responsibility hardcopyAizell Bernal
This document discusses leadership and social responsibility. It defines leadership and outlines characteristics of quality leaders. It also describes various leadership styles like telling, selling, participating, and delegating. The contingency approach and path-goal approach to leadership are explained. The document also defines social responsibility and discusses arguments for and against businesses' social involvement. It outlines theories of ethical business management and how businesses can institutionalize ethics.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
Leadership in nursing , 2022-DTBY-S.pptxGalassaAbdi
This document provides an overview of nursing leadership and management. It defines leadership as influencing others towards goals and lists principles, types, and styles of leadership. It also discusses leadership theories including trait theory, behavioral theories, contingency theory, and transformational leadership. For management, it defines management as the process of planning, organizing, leading and controlling resources to achieve goals. It discusses management theories, levels of management, skills, and roles of managers. The document aims to help readers understand and apply concepts of leadership and management in nursing and healthcare contexts.
This document discusses various leadership models and concepts:
1. It defines leadership as the process of influencing others to achieve goals, and explains that effective leadership allows firms to meet new challenges.
2. Several leadership models are described, including trait, behavioral, contingency, and transformational models. Contingency models like Fiedler's examine how leadership style interacts with situational factors.
3. The sources of a leader's power, such as reward, coercive, expert, and referent power, are identified. Empowering subordinates by giving them responsibility is also discussed.
4. Cultural differences in leadership styles across regions like Europe, Japan, and the US are noted. Transformational leadership that
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
Leadership will always be important to organizations. Leadership is the process of influencing others to achieve organizational goals and objectives. It involves developing a vision and ideas, living by supporting values, and influencing others to embrace these through changing their mindsets rather than command and control. Effective leadership requires understanding followers' values, personalities, perceptions and attitudes as individuals act differently. Leaders are ordinary people with extraordinary vision who create a vision, share it with others, listen to feedback, and involve followers in working towards shared goals. While managers and leaders both direct work, managers focus more on planning, organizing and controlling, whereas leaders energize and motivate followers through developing ideas and building trust. Leading relies more on ideas and inspiring people compared to managing
This document discusses various leadership styles and theories. It begins by defining leadership and distinguishing between the roles of managers and leaders. It then covers different styles of leadership including autocratic, democratic, and laissez-faire. Additional sections explore leadership theories such as trait theory, behavioral theory, contingency theory, and situational leadership theory. The document concludes with an assessment of leadership styles based on "action logics" and the key leadership approaches associated with each action logic.
This document provides an introduction to leadership, including definitions of leadership, the importance of leadership functions, attributes of effective leaders, and different leadership styles. It discusses the differences between managers and leaders, noting that managers focus on tasks while leaders focus on influencing people. The document outlines three main leadership styles - autocratic, democratic, and laissez-faire - and discusses their advantages and disadvantages. It also introduces the action-observation-reflection model for leadership development.
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.
1. The document discusses different types of leadership including types of power, empowerment, consideration behaviors, initiating structure, and contingency models of leadership.
2. It also covers transformational leadership, relationship-oriented versus task-oriented leadership styles, and the importance of emotional intelligence for leaders.
3. Key aspects of effective leadership discussed include influencing others, motivating subordinates to achieve goals, caring about subordinates, ensuring work gets done efficiently, and adapting leadership approaches to different situations.
Leadership and the teaching and learning culture in the new normalTimothy Wooi
Session 1
Leadership for non Teaching Personnel to support Education in the Teaching and Learning culture in the New Normal.
Leadership Styles in the New Normal
1. Servant Leadership,
2. Transactional Leadership,
3. Emotional Leadership &
4. Transformational Leadership
Session 2
Introduction to Innovation & Innovation Leadership.
Innovation Leadership & Skills in the New Normal
Leading innovation practice in the New Normal
Introduction
Leadership of non Teaching staff in the School System and the Teaching and Learning culture in the New Normal are crucial and plays an important role to support the Educational Organization.
It explores organizational theories, models of theories, models of leadership & management, and personal & organizational change.
It bridges the theories to practical applications to support the Educational settings.
The document discusses the evolution of leadership definitions from the early 1900s to the present. It traces how definitions have shifted from emphasizing control and domination to focusing more on influence, group processes, and common goals. More recent definitions highlight transformational leadership, authentic leadership, servant leadership, and adaptive leadership. The document also examines how leadership has been conceptualized differently across cultures and gender.
Leadership styles can be categorized into three types: autocratic, democratic, and laissez-faire. Autocratic leaders centralize power and decision-making, democratic leaders involve others in the process, and laissez-faire leaders give employees freedom in decision-making. Other leadership styles discussed include bureaucratic, paternalistic, transactional, transformational, and charismatic. Theories of leadership have attempted to understand what traits or behaviors make effective leaders, with some focusing on innate qualities and others on situational factors and flexibility in leadership approach.
This document discusses different leadership styles. It describes leadership as influencing others to achieve goals, while management is planning, organizing, coordinating and controlling others' work. There are four personality styles based on levels of assertiveness and expressiveness: direct, considerate, systematic/executing results, and spirited/encouraging others. Six common leadership styles are also outlined: transformational, delegative, authoritative, transactional, participative, and servant leadership. Each style is defined by its approach to motivating followers and level of involvement in decision making. The document stresses that effective leadership requires self-awareness of one's own style and being open to feedback.
Dokumen ini berisi pedoman penulisan proposal dan tesis untuk program Magister Manajemen dan Magister Akuntansi Fakultas Bisnis dan Ekonomi Universitas Surabaya. Terdapat informasi tentang struktur proposal dan tesis, ketentuan penulisan, dan contoh-contoh lampiran."
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Lucent Technologies implemented Theory of Constraints (TOC) to improve productivity and performance. TOC identified bottlenecks in Lucent's production process. Lucent then exploited the constraints by prioritizing constrained resources, removing excess inventory, and synchronizing upstream processes. This allowed Lucent to develop new products faster, complete projects on time, and increase production capacity. As a result, Lucent saw increased revenue, profits, and a competitive advantage over rivals.
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Strategic planning is a process that helps businesses clarify their vision and goals. It involves analyzing internal strengths and weaknesses as well as external opportunities and threats. Key steps include defining the business and mission, surveying the environment, setting objectives, and formulating strategies. The strategies are then monitored and evaluated to ensure progress is made toward achieving the organization's goals.
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Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
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Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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popular canines. The French Bulldog is the new top dog in the
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
Leadership xo suki
1. LEADERSHIP IN BUSINESS
“Group Empirical Assignment”
“XO Suki”
By:
Kevin Pratama 3094004
Eka Darmadi Lim 3094802
Eric Ariawan 3094808
Class: Y
University of Surabaya
Faculty of Business and Economics
International Business Networking
2012
2. Manager Profile:
Name : Mr. Harry Yohanes. S.E
Age : 29 Years Old
Position : Outlet Manager Xo Suki – Galaxy Mall
Date Birth : Surabaya, August 18, 1983
Education
Elementary School : Petra Jemursari (1989 – 1994)
Junior High School : Petra Jemursari (1994 – 1996)
High School : Petra Jemursari (1996 – 1998)
University : Petra University (1998 – 2002)
Working Experience:
1. Oil Company TOP ONE As a Sales Person - From 2001 until 2002 – (Part-time Job)
2. Ice Cream Cocofrio As a Waiter – From 2002 until 2002
3. Ice Cream Cocofrio As a Captain – From 2002 until 2003
4. Surabaya Plaza Hotel As a Kitchen – From 2003 until 2005
5. Surabaya Plaza Hotel As a Chef – From 2005 until 2007
6. XO Suki Galaxy Mall As Supervisor – From 2007 until 2009
7. XO Suki Galaxy Mall As Outlet Manager – From 2009 until Now
Company Profile:
X.O Group of Restaurants was established since 2005 at Surabaya and offers several concepts
of Chinese Food and Grilled cuisine such as Suki (Steamboat), Grilled, Signature Cuisine and
Dim Sum. The segmentation of X.O Group of Restaurants is the middle up class consisting
youngsters to family.
Chinese Food concept was chosen because it has varied of menus. Besides that, Chinese Food
is one of the most favorable cuisines which own the biggest market range in the world,
especially in Indonesia. Suki, that also known as Steamboat is the main product of X.O
Group of Restaurants because of the health fact. Suki Menu or Steamboat is kind of cuisine
which is use boiling as the cooking process so it maintains the healthiness of foods. The
3. uniqueness about Suki in X.O Group of Restaurants, customers can choose which food they
like and then boil it according to their own appetite with two selections of soups such as Tom
Yum or Chicken Stock. The “self-cooking” process will create familial atmosphere during
they dine in X.O Restaurant.
Theoretical Base:
What is Leader?
A Leader is someone in authority to lead others to accomplish a goal(s). A leader needs to be
able to motivate others to accomplish a goal(s) while at the same time encourage others to
work toward their own professional goals.
What is Leadership?
“The ability from a leader to influence group to achievement their goals.”
“The Ability to influence a group toward the achievement of a vision or set of goals”
“Leadership is the art of motivating a group of people to act towards achieving a
common goal.”
MR. Bernard Says:
“Any person who is more than ordinarily efficient in carrying successful
psychological stimuli to others and is thus effective in conditioning collective
responses may be called a leader’. There is no mention of the characteristics of the
group or situation here.”
What the Leader do?
Lead People
Influence People
Command People
Guide People
Direct vs indirect leadership
Direct involve attempt to influence followers when interacting with them or using
communication media to send message to them such as memo, sending email
messages, holding meetings with small group of employess, participating activities
involving employee such as attending training sessions, company picnics.
Indirect Leadership attempt to use memo, email, media, phone to talk and manage
their employee
4. The Nature of Leadership:
Leadership - process whereby one individual uses no coercive techniques to influence
other group members toward attaining defined group or organizational goals
Leadership influence is goal directed - exercise influence for a purpose
Leadership requires followers - leadership is a two-way street
Effective Leadership Qualities:
1. Cooperation
2. Drive
3. Decisiveness
4. Dependability
5. Energy
6. Emotional Stability
7. Foresight
8. Fairness
9. Human Relation Skill
10. Imitative
11. Integrity
12. Judgment
13. Objectivity
Managers vs. Leader
Managers Leaders
Focus on things Focus on People
Do things right Do the right things
Plan Inspire
Organize Plan
Direct Motivate
Control Build
Leadership Style:
1. Autocratic
2. Democratic
3. Laissez Faire
4. Situational
5. Autocratic Leadership
A leadership style characterized by specific instructions to employees regarding what,
how, and when work should be done.
Micro-management style
The leader plans, organizes, controls, and coordinates.
Emphasis is on getting the job done without regard for input from others.
Advantages
1. Efficiency
2. Employees know the manager’s expectations.
Disadvantages
1. Discourages employees from thinking about process improvements
2. Employee dissatisfaction
3. Decline in worker performance
4. Does not prepare employees for promotion or possible advancement
When to use the autocratic style?
1. During an emergency
2. Managing temporary employees
3. Managing new employees
Democratic Leadership
A leadership style characterized by encouragement for employees to share in
the decision-making and problem-solving processes.
General management style
Considers everyone’s viewpoint in decision making
Utilizes team concept in goal setting
Advantages
1. Employees actively involved in decision making
2. Higher employee morale
6. 3. Stronger employee commitment to established goals
Disadvantages
1. Time consuming
2. Not everyone likes to participate in decision making.
When to use the democratic style
1. Managing employees who are committed to their jobs
2. Managing employees who are interested in more responsibility
3. Managing experienced and well-trained employees
Laissez Faire Leadership
A leadership style in which minimal direction and supervision is given to
workers.
Open management style
Management shares information
Team (or individual employee) is completely responsible for the
workload.
Advantages
1. Easy management style to administer
2. Complete empowerment for employees
Disadvantages
1. Poor decision making may result.
2. Some employees do not perform well without direction and supervision.
When to use laissez-faire
1. Managing experienced, well-trained, and highly- motivated workers
2. Managing home-based employees, outside salespersons
Situational Leadership
Leadership characterized by shifts in management style as appropriate for
individual employees.
The management style applied depends on the needs of each employee.
7. Advantages
1. Management style personalized for each employee
2. Improved communication
3. High employee morale
4. Improved production
Disadvantages
1. Time consuming
2. Difficult to manage
When to use situational management
1. Highly experienced manager
2. Manager highly skilled in human relations
3. Employees with range of needs for supervision
Democratic leadership is related with the type of leadership of Mr. Harry because
when Mr. Harry makes the policy, that policy must according to all employees’ view
point. Mr. Hary cannot make his own policy; the policy must according to the
decision of the entire employee in XO Suki.
Transactional Leadership
“The transactional style of leadership was first described by Max Weber in 1947 and
then by Bernard Bass in 1981. This style is most often used by the managers. It
focuses on the basic management process of controlling, organizing, and short-term
planning”
Transactional leadership involves motivating and directing followers primarily
through appealing to their own self-interest. The power of transactional leaders comes
from their formal authority and responsibility in the organization. The main goal of
the follower is to obey the instructions of the leader. The style can also be mentioned
as a ‘telling style’
The relationship between leader and employee becomes "transactional" -- I will give
you this if you give me that, where the leader controls the rewards, or contingencies.
The transactional style of leadership is viewed as insufficient, but not bad, in
developing the maximum leadership potential. It forms as the basis for more mature
interactions but care should be taken by leaders not to practice it exclusively,
otherwise it will lead to the creation of an environment permeated by position, power,
perks, and politics.
8. Transformational Leadership
“Working for a Transformational Leader can be a wonderful and uplifting experience.
They put passion and energy into everything. They care about you and want you to
succeed.”
What Transformational Leader do?
Develop the vision
Sell the vision to the subordinate
Find the way forwards
Lead the charge
Transactional vs. Transformational Leadership
Transactional Leader:
“Approaches followers with an eye to exchanging one thing for another … Burns”
Transformational Leader:
“Recognizes and exploits an existing need or demand of a potential follower… (and) looks
for potential motives in followers, seeks to satisfy higher needs, and engages the full person
of the follower” … Burns
As exactly said by Bass – “the transactional leaders work within the organizational culture as
it exists; the transformational leader changes the organizational culture”.
Transactional Leadership:
Leaders are aware of the link between the effort and reward
Leadership is responsive and its basic orientation is dealing with present issues
Leaders rely on standard forms of inducement, reward, punishment and sanction to
control followers
Leaders motivate followers by setting goals and promising rewards for desired
performance
Leadership depends on the leader’s power to reinforce subordinates for their
successful completion of the bargain.
9. Transformational Leadership:
Leaders arouse emotions in their followers which motivates them to act beyond the
framework of what may be described as exchange relations
Leadership is proactive and forms new expectations in followers
Leaders are distinguished by their capacity to inspire and provide individualized
consideration, intellectual stimulation and idealized influence to their followers
Leaders create learning opportunities for their followers and stimulate followers to
solve problems
Leaders possess good visioning, rhetorical and management skills, to develop strong
emotional bonds with followers
Leaders motivate followers to work for goals that go beyond self-interest.
In our opinion, the type of leadership of Mr. Harry is related with transformational
leadership because Mr. Harry is very care with the employee, Mr. Harry is often to
give the motivation to the employee, and also Mr. Harry want to learn from all
employee (upper and lower level).
TRAITS AND SKILL
Traits refer to a variety of individual attributes, including aspect of personality,
temperament, needs, motives, and values. Beside that skill refers to the ability to do
something in effective manner.
The traits and skill are also important to get the success of manager, there have some
studies says that traits can predict emergence as an informal leader in groups, some
says that traits predict emergence as an informal ledears in group, and also traits can
prdict advancement to higher levels of management.
In X.O Suki restaurant they also have traits and skill.
Traits:
1. Adaptable to the situations
Mr. Heri as the manager outlet in X.O Suki have many experience before he
becomes outlet manager, such as as sales person in oil company, as waiter and
Captain in Ice Cream Cocofrio, also experience to be chef, etc, so he can adapt
the situation and his job also not same, waiter, captain, chef, sales, supervisor.
For this experience, he can adapt the situation, it is needed to be leader.
2. Coorperative
10. In the experience that he share for us, Mr heri always active to help other
employee, help the job of waiters, captain, and other employee. He want to
other employee can learn from him, although right now he is outlet manager
but he also active work help other employee, he also serving not sit down like
boss, with that the employee can respect him.
3. Self Convidence
To be leader, also must have self convidence, with a lot of experience, Mr
Heri wants to open his restaurant, not just to be outlet manager but to be
owner.
Skill:
1. Diplomatic and tacticfull
Leader also have a good decision making, In X.O Suki. In the meeting to take
a decision, the outlet manager can take decision making not independent, they
can make a disscusion so it will be good to the company, also they have a
tactic for examle working hours they have shiff, it can make the employee can
give 100% contribution to company
2. Fluent in Speaking
In the speaking, the leader must have confidence and fluenty, so the employee
can understand and respect to their leader
3. Socially Skilled
Leader also must to pay attention to society, with the socially skilled can make
the employee works more comfortable, and also can make the customers more
comfortable and can make the customers loyal to their company.
4. Creative
In X.O Suki, the manager outlet given authority by owner to make their
restaurant more comfortable and can make the customers eat in their
restaurant. Mr heri as a outlet manager in branch Galaxy Mall, he make a
promo decision with coorperate BCA Bank such as buy one get one, it can
make attract the customers buy and eat in their restaurant.
STRATEGIC LEADERSHIP BY EXECUTIVE
Leaders is the important things in the company, because the leader is the brain of the
company. Such as in XO Suki, Mr heri is the Leader in X.O Suki restaurant branches
in Galaxy Mall, so the performance X.O Suki in Galaxy Mall depend on him. It is
good or not it depend on the leadership decision and strategy.
11. How leader Influence Organizational Performance? The managers will choose that the
restaurant they want to, it means that it depend on the performance of the manager, if
he can do good performance it can also make the employee will do the good things
and that also can increase the productivitas in X.O Suki.
To do their action, the leader may face many strong constrain. There have two constrain, first
is internal constrain, second is external constrain.
1. Internal constrains
The leaders disrection can be limited by a variety of internal organizational factors,
for example the manager have a great idea but the employee and the finance of that
company cannot fullfill the idea
2. External constrains
Disrection of the leader include the nature of the organizations prmary product and
services and the type of markets in which the organization operates.
For example : have a disasters
Type of Leadership:
I. Ethical Leadership
a. Some aspects of behavior and motives :
1. Honest
2. Trustworthy
3. Altruistic
4. Fair
b. Attempts to influence the ethical behavior of others
II. Servant Leadership
- A servant leader must attend to the needs of followers and help followers to be
healthier, wiser, and more willing to accept their responsibilities.
- Servant leaders must listen to followers, learn about their needs and
aspirations, and be willing to share in their pain and frustration
- The servant leader must stand for what is good and right, even when it is not
in the financial interest of the organization
- The servant leader must empower followers instead of using power to
dominate them
-
III. Spiritual Leadership
12. Spiritual Leadership describes how leaders can enhance the intrinsic motivation of
followers by creating conditions which increase their sense of spiritual meaning in
the work.
In our opinion, the leadership type of Mr. Harry is related with servant leader
because:
1. Mr. Harry wants to learn from the employee, it means that Mr. Hary want to
listen the followers, for example, if the employee have some ideas or have
some innovations in their job, so Mr. Harry wants to receive and learn those
ideas and innovations.
2. Mr. Harry tries to understand the problems faced by the employee, it means
that Mr. Harry wants to learn about the needs and aspirations of his followers,
for example, if the employee have the problems in their job such as cannot
work optimally, have the problems with the other employee, Mr. Harry wants
to understand the problems and try to solve those problems.
Functional Work Teams
The members of a functional work team generally have different
responsibilities, but they are all helping to perform the same basic function.
The teams typically continue operating for a long duration of time, and the
membership is relatively stable.
In a functional work team, leadership responsibilities are usually concentrated
in a formal leader, although other group members may assist in performing
specific leadership functions.
Cross-Functional Teams
Cross-functional teams are being used increasingly in organizations to
improve coordination of independent activities between specialized
subunits.
The teams allow flexible, efficient deployment of personnel and
resources to solve problems as they are discovered.
Self-Managed Teams
In self-managed worked teams, most of the responsibility and authority
usually vested in a position of manager is turned over to the team
members.
13. Virtual Teams
In virtual teams, the members are geographically separated and they
seldom if ever meet face-to-face. Most of the communication between
members relies on computer and telecommunications technology.
In our opinion, XO Suki is more related with Self-Managed Teams because all
the responsibility and authority in XO Suki done by Mr. Harry as the Manager
and then those responsibility and authority will be followed by all the
employee in XO Suki. Mr. Harry as the manager of XO Suki will make the
policy which will followed by all the employee in XO Suki. As the manager of
XO Suki, Mr. Harry must manage the employee by giving training for them.
Mr. Harry must also evaluate the job of the employee and also the condition of
the company.
Real Case
Sunday, June, 3, 2012 our team decided to interview one of XO Suki manager in
Surabaya, His name is: Mr. Harry Yohanes S.E as the “Outlet Manager” in XO –
Galaxy Mall since 2009 until now.
Before Mr. Harry Yohanes S.E as the “Outlet Manager” the “old” leader named Mr.
Jimmy Candra S.E teach Mr. Harry, before him ready to be “new” outlet manager.
Impartation from the *old* leader
XO Suki Galaxy Mall already has a great outlet leader named Mr. Jimmy Candra S.E.
after working for 3 years, Mr. Jimmy Candra promoted form Outlet Manager to Area
Manager. Before Mr. Jimmy C, become area manager of XO Suki, means that He
must find someone that become his legacy of “outlet manager” so that time Mr. Harry
come to XO, and start his carrier as Supervisor, within 2007 – 2009 Mr Jimmy teach
Mr. Harry to become outlet manager, some of the knowledge that Mr. Jimmy give to
Mr. Harry
o XO System
o XO Culture
o XO Working System
o XO Characteristic
And within 1 year in 2008, Mr. Jimmy let Mr. Harry to work *alone* for Mr. Jimmy,
He want to see the Mr. Harry performance and if he can pass it, he become the next
outlet manager, finally Mr. Harry can pass it and become new outlet manager in 2009,
as Mr. Jimmy promoted as Area Manager of XO, that hold all over XO in Surabaya.
14. The Leadership of Mr. Harry
Mr. Harry have lot of experiences that he already have, form his previous job,
sometimes we can say that Mr. Harry is an Expert, but in the beginning of his
leadership, as usual he faced trouble that he never expected before, although the past
two years while Mr. Jimmy “help” him to lead XO, but this time Mr. Jimmy
“disappear”, he must lead XO as his own, here some of the problem that Mr. Harry
faced:
Decision Making Process
Human Resource
Lack of knowledge
Decision Making Process
As an outlet manager, for sure that Mr. Harry should take control of the whole
decision for his outlet, and some of decision can’t be decided by his own,
some of decision like employee working hour, employee insurance, employee
bonus, employee sick permit, or outlet renovation, outlet SOP, Plan for the
future, recruiting, training, marketing, promotion, resolving customer
complain, etc.
How Mr. Harry Solve this problem
Meeting with his employee or staff
Socialize to his employee (for decision employee)
Transpiration with his staff
Share with other outlet manager
Share with his leader
Human Resource
Up to 70% of XO employee only graduated from junior high school or senior
high school, means that they have less knowledge, the way of thinking, and
also the experience.
How Mr. Harry Solve HR problem
Training to the employee
Evaluation
Recruiting
15. For the training program
Mr. Harry have his own training program, to his new employee that don’t have
lot of experience, one of the training program with this new employee by
using the simulation, of daily XO activity like: how to welcome the guest, how
to serve the customer, how to arrange the table, how to input the order into
computer,
After working in XO Suki for 5 years, Mr. Harry has many experiences such as making the
policy for the company, managing the employee, etc.
1. Making the policy
To make the policy in XO Suki, Mr. Harry must review that policy by himself. All the
employee in XO Suki must agree with that policy because that policy is for all the
employee needs in XO Suki. Mr. Harry must make the policy which is suitable with
the condition of the employee in XO Suki. The policy made by Mr. Harry :
a. The employee must come to XO Suki On Time
b. Shift system for the employee
2. Managing the employee
a. Recruiting
There are some types to recruit the employee in XO Suki :
- For the chef, waitress, human resource department, marketing department,
operation department, and Finance department, XO Suki will make the job
advertising in the media. (For the chef, XO Suki will train the chef by itself).
- For the security, XO Suki outsource from outside company
b. Training
The employee must be trained about the product knowledge, operational. From
this training, Mr. Harry can know the knowledge of the employee about the
product in XO Suki and the ability of the employee in operational process of XO
Suki. In training process, the employee must do the working simulation. In
working simulation, the employee must do their job, but not in the real condition.
From that working simulation, Mr Harry can know the knowledge, ability, and
skill of the company in XO Suki.
c. Briefing
16. Every morning all the employee in XO Suki must do the briefing. The function of
briefing is to explain what is the main job of each employee in XO Suki. From
that briefing XO Suki hope that each employee can understand what is the main
job and they can work well.
d. Evaluation
Mr. Harry will evaluate the job of the employee and the condition of the company.
The function of evaluation is to know the strong, weaknesses, and problems of the
employee and company. After know the strong, weaknesses, and problems of the
employee and company, Mr. Harry can solve the problems faced by the company
and employee, fix the mistakes of company and employee, and make the company
and employee become stronger.
Next Leader Preparation
To find the new outlet manager of XO Suki, there are some methods:
1. Interview
In interview session the candidate will be asked about the knowledge of the company,
skill, and ability.
2. Background
XO Suki will include the background of the candidate as the consideration to recruit
the employee because the background of the candidate will influence the attitude and
the working process of the employee. The background is include working experience,
family, education, etc.