Pa 216 chapter5 leading&directing
•Download as PPTX, PDF•
0 likes•20 views
This document discusses leading and directing as management functions. It covers the objectives of defining leadership and discussing the nature of leadership. It also explains how leaders use power and apply necessary traits. Different leadership theories and skills for managing organizations are identified. Directing is discussed as instructing and monitoring employee performance to achieve goals. The importance of supervision and motivating employees to improve performance is also addressed.
Report
Share
Report
Share
Recommended
Change mgt
Transactional leadership motivates subordinates through rewards and punishments for performance, focusing on short-term goals set through structured policies. Transformational leadership inspires innovation and change by encouraging creativity without micromanaging, balancing short and long-term visions through trust and strong teams. While transactional leadership achieves quick compliance, transformational leadership better enables growth through motivation and flexibility, though it requires an existing structure and may be ineffective initially in bureaucratic environments.
Performance management
Performance management is an ongoing process that involves supervisors communicating job expectations and responsibilities to employees to ensure mutual understanding. It is a philosophy that values employee development through frequent feedback and teamwork. The process includes clarifying job duties, setting performance standards, documenting and evaluating employee performance, and conducting performance reviews.
5.2 Importance of Organising : XII Business Studies
This series include Organising function of management for XII Business Studies students for AISSCE preparation.
Job Description of Team Leader
The document defines the roles and responsibilities of a team leader. A team leader provides guidance, direction, and leadership to achieve key results by leading, motivating, supervising and managing a group of employees. Specifically, a team leader is responsible for creating an inspiring environment, setting goals, overseeing daily operations, organizing team building activities, providing coaching and training, and performing management duties in the absence of the team manager.
Organising
This document defines organizing as grouping activities to accomplish goals and assigning them to departments with clear authority and coordination. It lists the importance of organizing as specialization, clarified roles and authority, avoiding duplication, and coordination. The key steps in organizing are dividing work, grouping jobs into departments, establishing authority relationships, and coordinating activities. It also describes functional and divisional organizational structures.
Week2 Introduction to management
This document provides an overview of the objectives and content covered in Week 2 of the MGF1010: Introduction to Management course. It includes discussions of managers and their roles, the factors reshaping management jobs, and activities analyzing case studies about McDonald's management structure and an intergroup tower building competition. The document outlines learning objectives, last week's content, guidance for upcoming tutorials, and instructions for group activities analyzing academic papers and cases studies about management topics.
Mbo
MBO is a management model that aims to improve organizational performance by clearly defining objectives agreed upon by management and employees. Employees set measurable personal goals based on organizational goals. MBO requires coordination of individual goals to work toward the overall organizational goal. Objectives are set for each level of the organization and employees are given specific targets and accountability. Performance is monitored periodically and employees are incentivized or reprimanded based on evaluations against objectives.
Concept and Features of Management : XII Business Studies
Management is the process of getting things done through others effectively and efficiently.
Study Material for XII Com
Recommended
Change mgt
Transactional leadership motivates subordinates through rewards and punishments for performance, focusing on short-term goals set through structured policies. Transformational leadership inspires innovation and change by encouraging creativity without micromanaging, balancing short and long-term visions through trust and strong teams. While transactional leadership achieves quick compliance, transformational leadership better enables growth through motivation and flexibility, though it requires an existing structure and may be ineffective initially in bureaucratic environments.
Performance management
Performance management is an ongoing process that involves supervisors communicating job expectations and responsibilities to employees to ensure mutual understanding. It is a philosophy that values employee development through frequent feedback and teamwork. The process includes clarifying job duties, setting performance standards, documenting and evaluating employee performance, and conducting performance reviews.
5.2 Importance of Organising : XII Business Studies
This series include Organising function of management for XII Business Studies students for AISSCE preparation.
Job Description of Team Leader
The document defines the roles and responsibilities of a team leader. A team leader provides guidance, direction, and leadership to achieve key results by leading, motivating, supervising and managing a group of employees. Specifically, a team leader is responsible for creating an inspiring environment, setting goals, overseeing daily operations, organizing team building activities, providing coaching and training, and performing management duties in the absence of the team manager.
Organising
This document defines organizing as grouping activities to accomplish goals and assigning them to departments with clear authority and coordination. It lists the importance of organizing as specialization, clarified roles and authority, avoiding duplication, and coordination. The key steps in organizing are dividing work, grouping jobs into departments, establishing authority relationships, and coordinating activities. It also describes functional and divisional organizational structures.
Week2 Introduction to management
This document provides an overview of the objectives and content covered in Week 2 of the MGF1010: Introduction to Management course. It includes discussions of managers and their roles, the factors reshaping management jobs, and activities analyzing case studies about McDonald's management structure and an intergroup tower building competition. The document outlines learning objectives, last week's content, guidance for upcoming tutorials, and instructions for group activities analyzing academic papers and cases studies about management topics.
Mbo
MBO is a management model that aims to improve organizational performance by clearly defining objectives agreed upon by management and employees. Employees set measurable personal goals based on organizational goals. MBO requires coordination of individual goals to work toward the overall organizational goal. Objectives are set for each level of the organization and employees are given specific targets and accountability. Performance is monitored periodically and employees are incentivized or reprimanded based on evaluations against objectives.
Concept and Features of Management : XII Business Studies
Management is the process of getting things done through others effectively and efficiently.
Study Material for XII Com
Functions of Management : XII Business Studies
The activity performed by a manager is known as function of management.
Management is the process of getting things done through others effectively and efficiently.
Study Material for XII Com
MBO Process (Management by Objective)
Principle of Management Module Code: MGT-101 Semester: 5th Group: E-2 Batch: 18th Submission Date: 25th September 2014
General management
Dear students get fully solved
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Chapter 1 - Overview of Management
This document summarizes key concepts from Chapter 1 of a management textbook. It discusses the four main functions of management: planning, organizing, leading, and controlling. It describes different types of managers such as top managers, middle managers, first-line managers, and team leaders. It also covers the major roles and subroles of managers, including interpersonal, informational, and decisional roles. Additionally, it examines what companies look for in managers and common mistakes managers make. Finally, it provides examples to illustrate management concepts.
Organizing and Departmentalization
Definition, Features, Process, Needs and Importance, Principles, Merits of Departmentation, Bases of defragmentation, Types of Organisational Structure.
Mbo
The document discusses management by objectives (MBO), defining it as a strategic management model where objectives are agreed upon by management and employees. It outlines the key concepts of MBO, including setting SMART goals, monitoring progress, performance appraisal, rewarding achievements, and providing feedback. The benefits of MBO are clarifying roles and motivating employees, while limitations include the time required and potential for conflicting objectives. The presenter provides details on implementing an effective MBO process in organizations.
Leader vs manger
The document distinguishes the roles of a leader and a manager. A leader influences people through vision and motivation to achieve organizational goals, while a manager plans, organizes resources, controls processes, and solves problems. The document then outlines key differences in their processes, human development approaches, vision execution, and outcomes. It argues that combining leadership and management by having leader-managers who can inspire people and move the organization forward is a new paradigm. Leader-managers are participative and motivate subordinates to achieve objectives independently rather than maintaining tight control.
Management By Objectives and Decision Making
Management by Objectives (MBO) is a process whereby employees set objectives that are agreed upon with superiors and aligned with organizational goals. The core concept of MBO is planning so that organizations and employees are proactive rather than reactive. MBO requires employees to set measurable personal goals based on organizational goals, which are monitored by managers and rewarded upon achievement. The MBO process involves determining organizational objectives, translating them to employees, stimulating employee participation, monitoring progress, and evaluating and rewarding achievements.
Management by objectives
This is a very useful presentation on the management process as a transformation of objectives into accomplishments..
Cara Menerapkan Sistem Malcolm Baldrige
The document discusses the Malcolm Baldrige criteria for organizational excellence. It outlines the 7 criteria for assessment: leadership, strategic planning, customer focus, measurement/analysis/knowledge management, workforce focus, operations focus, and business results. Each criterion has multiple factors that are evaluated on a scale or through scores. The document provides details on the scoring breakdown and focus areas for some of the key criteria like leadership, strategic planning, and customer focus.
Mb0038 fall drive assignment-2012
This document outlines two assignment sets for the course MB0038 – Management Process and Organizational Behaviour. Assignment Set 1 contains 6 questions related to strategy, span of control, organizational plans, team effectiveness, and forces of organizational change. It also includes a question about motivational tools for employees. Assignment Set 2 includes questions about principles of management, leadership characteristics, approaches to organizational behavior, leadership styles, perceptual biases, and key issues for team building. Students are instructed to answer all questions, which will be graded out of 60 marks each.
Management by objectives
Management by Objectives (MBO) is a managerial method where managers and employees jointly identify key work objectives, set performance standards, and measure results. The MBO process involves employees setting specific, measurable goals within a defined time period. Progress is evaluated regularly through feedback sessions. MBO aims to increase performance by aligning individual goals with organizational objectives and motivating employees through participation in goal-setting and evaluation of results.
Chapter 3-analyzing-the-work-environment
This document discusses analyzing the work environment from an organizational, group, and individual perspective. It explains different types of organizational structures like bureaucratic, flat, and boundaryless organizations. It also discusses different types of teams like self-managed, problem-solving, special purpose, and virtual teams. Finally, it covers several theories of motivation like Maslow's hierarchy of needs, Herzberg's two-factor theory, and job characteristics theory. The overall purpose is to understand how to analyze jobs and design work for maximum motivation and productivity.
Mc kinsey 7s model
The McKinsey 7S model breaks down an organization into 7 key factors that influence its ability to implement strategy: strategies, structure, systems, shared values, style, staff, and skills. These factors are interdependent and can be categorized as either "hard" elements like strategies, structure and systems that are easier to change, or "soft" elements like shared values, style, staff and skills that are more difficult to change directly and take longer. The model provides a framework for analyzing how well an organization's strategic elements align and identifies areas for improvement.
Mc kinsey 7 s model
This document discusses the seven elements of McKinsey's 7S framework: superordinate goals, strategy, structure, systems, staff, skills, and style. For each element, it poses questions to analyze that aspect of an organization. Superordinate goals refer to core values that the organization is built upon. Strategy involves how the organization achieves its objectives through competition. Structure is how tasks and people are organized. Systems are daily procedures. Staff refers to employee capabilities. Style is managerial behavior. Skills are attributes and capabilities within the organization.
Strategic Human Resource Management Lecture 13
This is the lecture 13 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
Week8 Introduction to management
This document provides an overview of the topics and activities for Week 8 of a business course. The week's focus is on motivating employees.
The document outlines the following:
1. Students will draw a mind map summarizing the previous week's topic on leadership theories and sources of power.
2. Activities include a case study analysis of Google's employee motivation strategies, a class discussion on motivating diverse cultures, and exam preparation questions on equity theory and unique employee groups.
3. The assignment reminder outlines tasks for next week, including a case study analysis of Starbucks' control strategies.
Organizing
The document discusses the functions of management in organizing including defining organizing, organizational structure, and organizational design. It also outlines six key elements of organizational structure such as work specialization, departmentalization, chain of command, and span of control. Finally, it examines factors that affect organizational structure and common types of organizational designs.
Supervisor Training On Learning Transfer
Used to train managers about the Transfer of Learning Partnership and the critical nature of their role within it.
How to be a leader in business
Articulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals.
Management Chapter14
The document discusses various leadership theories and models including trait theory, behavioral theory, contingency models like Fiedler's model and path-goal theory, and transformational leadership. It also covers topics like the sources of power, empowerment, gender differences in leadership, and emotional intelligence. In the movie example provided, Gerard displays characteristics of a task-oriented leader based on Fiedler's model as his primary concern is ensuring the job of capturing the fugitive gets done.
Robbins eob9 inst_ppt_11
1) Leadership involves establishing direction, aligning resources, and inspiring people, while management focuses on bringing order and consistency.
2) Trait theories view leadership as dependent on personal characteristics like extraversion, while behavioral theories see it as learnable through training programs.
3) Contingency theories like Fiedler's model propose that leadership effectiveness depends on matching a leader's style to aspects of the situation.
More Related Content
What's hot
Functions of Management : XII Business Studies
The activity performed by a manager is known as function of management.
Management is the process of getting things done through others effectively and efficiently.
Study Material for XII Com
MBO Process (Management by Objective)
Principle of Management Module Code: MGT-101 Semester: 5th Group: E-2 Batch: 18th Submission Date: 25th September 2014
General management
Dear students get fully solved
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Chapter 1 - Overview of Management
This document summarizes key concepts from Chapter 1 of a management textbook. It discusses the four main functions of management: planning, organizing, leading, and controlling. It describes different types of managers such as top managers, middle managers, first-line managers, and team leaders. It also covers the major roles and subroles of managers, including interpersonal, informational, and decisional roles. Additionally, it examines what companies look for in managers and common mistakes managers make. Finally, it provides examples to illustrate management concepts.
Organizing and Departmentalization
Definition, Features, Process, Needs and Importance, Principles, Merits of Departmentation, Bases of defragmentation, Types of Organisational Structure.
Mbo
The document discusses management by objectives (MBO), defining it as a strategic management model where objectives are agreed upon by management and employees. It outlines the key concepts of MBO, including setting SMART goals, monitoring progress, performance appraisal, rewarding achievements, and providing feedback. The benefits of MBO are clarifying roles and motivating employees, while limitations include the time required and potential for conflicting objectives. The presenter provides details on implementing an effective MBO process in organizations.
Leader vs manger
The document distinguishes the roles of a leader and a manager. A leader influences people through vision and motivation to achieve organizational goals, while a manager plans, organizes resources, controls processes, and solves problems. The document then outlines key differences in their processes, human development approaches, vision execution, and outcomes. It argues that combining leadership and management by having leader-managers who can inspire people and move the organization forward is a new paradigm. Leader-managers are participative and motivate subordinates to achieve objectives independently rather than maintaining tight control.
Management By Objectives and Decision Making
Management by Objectives (MBO) is a process whereby employees set objectives that are agreed upon with superiors and aligned with organizational goals. The core concept of MBO is planning so that organizations and employees are proactive rather than reactive. MBO requires employees to set measurable personal goals based on organizational goals, which are monitored by managers and rewarded upon achievement. The MBO process involves determining organizational objectives, translating them to employees, stimulating employee participation, monitoring progress, and evaluating and rewarding achievements.
Management by objectives
This is a very useful presentation on the management process as a transformation of objectives into accomplishments..
Cara Menerapkan Sistem Malcolm Baldrige
The document discusses the Malcolm Baldrige criteria for organizational excellence. It outlines the 7 criteria for assessment: leadership, strategic planning, customer focus, measurement/analysis/knowledge management, workforce focus, operations focus, and business results. Each criterion has multiple factors that are evaluated on a scale or through scores. The document provides details on the scoring breakdown and focus areas for some of the key criteria like leadership, strategic planning, and customer focus.
Mb0038 fall drive assignment-2012
This document outlines two assignment sets for the course MB0038 – Management Process and Organizational Behaviour. Assignment Set 1 contains 6 questions related to strategy, span of control, organizational plans, team effectiveness, and forces of organizational change. It also includes a question about motivational tools for employees. Assignment Set 2 includes questions about principles of management, leadership characteristics, approaches to organizational behavior, leadership styles, perceptual biases, and key issues for team building. Students are instructed to answer all questions, which will be graded out of 60 marks each.
Management by objectives
Management by Objectives (MBO) is a managerial method where managers and employees jointly identify key work objectives, set performance standards, and measure results. The MBO process involves employees setting specific, measurable goals within a defined time period. Progress is evaluated regularly through feedback sessions. MBO aims to increase performance by aligning individual goals with organizational objectives and motivating employees through participation in goal-setting and evaluation of results.
Chapter 3-analyzing-the-work-environment
This document discusses analyzing the work environment from an organizational, group, and individual perspective. It explains different types of organizational structures like bureaucratic, flat, and boundaryless organizations. It also discusses different types of teams like self-managed, problem-solving, special purpose, and virtual teams. Finally, it covers several theories of motivation like Maslow's hierarchy of needs, Herzberg's two-factor theory, and job characteristics theory. The overall purpose is to understand how to analyze jobs and design work for maximum motivation and productivity.
Mc kinsey 7s model
The McKinsey 7S model breaks down an organization into 7 key factors that influence its ability to implement strategy: strategies, structure, systems, shared values, style, staff, and skills. These factors are interdependent and can be categorized as either "hard" elements like strategies, structure and systems that are easier to change, or "soft" elements like shared values, style, staff and skills that are more difficult to change directly and take longer. The model provides a framework for analyzing how well an organization's strategic elements align and identifies areas for improvement.
Mc kinsey 7 s model
This document discusses the seven elements of McKinsey's 7S framework: superordinate goals, strategy, structure, systems, staff, skills, and style. For each element, it poses questions to analyze that aspect of an organization. Superordinate goals refer to core values that the organization is built upon. Strategy involves how the organization achieves its objectives through competition. Structure is how tasks and people are organized. Systems are daily procedures. Staff refers to employee capabilities. Style is managerial behavior. Skills are attributes and capabilities within the organization.
Strategic Human Resource Management Lecture 13
This is the lecture 13 of course "Strategic Human Resource Management"
This slideshare network of RECONNECT will provide all the presentation related to case studies, project presentations, educational, motivational slides & much more.
Follow Reconnect on slide share.
Official fb page: facebook.com/reconnectt
Official fb group: facebook.com/groups/reconnecting.tech/
Rights are reserved for this presentation. Please inbox 1st to get permission to use this
Week8 Introduction to management
This document provides an overview of the topics and activities for Week 8 of a business course. The week's focus is on motivating employees.
The document outlines the following:
1. Students will draw a mind map summarizing the previous week's topic on leadership theories and sources of power.
2. Activities include a case study analysis of Google's employee motivation strategies, a class discussion on motivating diverse cultures, and exam preparation questions on equity theory and unique employee groups.
3. The assignment reminder outlines tasks for next week, including a case study analysis of Starbucks' control strategies.
Organizing
The document discusses the functions of management in organizing including defining organizing, organizational structure, and organizational design. It also outlines six key elements of organizational structure such as work specialization, departmentalization, chain of command, and span of control. Finally, it examines factors that affect organizational structure and common types of organizational designs.
Supervisor Training On Learning Transfer
Used to train managers about the Transfer of Learning Partnership and the critical nature of their role within it.
How to be a leader in business
Articulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals.
What's hot (20)
Similar to Pa 216 chapter5 leading&directing
Management Chapter14
The document discusses various leadership theories and models including trait theory, behavioral theory, contingency models like Fiedler's model and path-goal theory, and transformational leadership. It also covers topics like the sources of power, empowerment, gender differences in leadership, and emotional intelligence. In the movie example provided, Gerard displays characteristics of a task-oriented leader based on Fiedler's model as his primary concern is ensuring the job of capturing the fugitive gets done.
Robbins eob9 inst_ppt_11
1) Leadership involves establishing direction, aligning resources, and inspiring people, while management focuses on bringing order and consistency.
2) Trait theories view leadership as dependent on personal characteristics like extraversion, while behavioral theories see it as learnable through training programs.
3) Contingency theories like Fiedler's model propose that leadership effectiveness depends on matching a leader's style to aspects of the situation.
LEADERSHIP SKILLS ||Most Important Skill for Success || You can be a Leader ||
This document discusses leadership, including definitions, characteristics, importance, and qualities of good leaders. It defines leadership as a process where executives can direct and influence others' behavior to achieve goals. Key points made include that leadership is important at all levels of management, as leaders initiate action, motivate employees, provide guidance, and create confidence to achieve organizational goals. Qualities of good leaders mentioned are physical appearance, vision, communication skills, knowledge of work, sense of responsibility, self-confidence, empathy, and being objective and humanistic.
Leadership
Path-goal theory proposes that a leader's job is to help subordinates reach their goals by directing, guiding, and coaching them based on an evaluation of subordinate and task characteristics. The theory suggests which leadership styles of directive, supportive, participative, or achievement-oriented are most appropriate given the characteristics of the subordinates and the task. Path-goal theory provides a framework to understand how leadership behaviors can motivate subordinates by influencing their expectations and perceptions of work goals, pathways, and environmental factors.
4 bad leadership
Leadership involves influencing others to achieve goals. Effective leadership depends on the personal leadership style of the leader as well as the situation. Different cultures have different leadership styles based on their values. Leaders gain power through legitimate authority, rewards, punishments, expertise, and respect from subordinates. Managers must adapt their leadership style to the situation to be most effective.
Leadership Development in African Higher Education
The document discusses leadership development in higher education. It begins with an introductory activity and overview of critical success factors. It then covers fundamentals of leadership including defining leadership, differentiating leadership and management, and leadership styles. It also discusses the leadership process of creating a vision and guiding followers. Additionally, it addresses the leadership context and environment including systems thinking perspectives and performing an environmental scan of higher education. The document concludes with discussions on transformational leadership, developing leadership in teams, and stages of team development.
Leadership
This document discusses leadership and management. It provides definitions of leadership as influencing a group toward goals and vision, while management focuses on planning, structure, and day-to-day operations. The document then covers various theories of leadership, including trait theories, situational theories, contingency theories like the Fiedler model and path-goal theory, leader-member exchange theory, transformational leadership, and compares transactional versus transformational leadership styles. It analyzes factors like leadership traits, behaviors, situational contexts, relationships with followers that contribute to effective leadership.
Stu Rc8e Ch01[1]
The document outlines learning topics for a chapter on management including: who managers are and how they are classified; what management involves including its functions and roles; what managers do including planning, organizing, leading, and controlling; how the manager's job is changing with a focus on customers and innovation; what defines an organization; and why studying management is important.
"Leadership vs Management: How to Differentiate and Why It Matters"
"Leadership vs Management: How to Differentiate and Why It Matters" Ability Skills Knowledge Fraternity
Free webinar on "Leadership vs Management: How to Differentiate and Why It Matters"
_Leadership_ is a practical skill which entails the ability of an individual, group or an organization to "lead", influence or guide other individuals or group of people to achieve a set goal(s). _Management_ on the other hand is the act of conducting or supervising an activity for efficiency and effective/positive output.
Purpose:
This webinar is designed to present the relevance of understanding the concepts of leadership and management in achieving set objectives through clarity of purpose, motivation, and guidance for the realization of targets. This can be achieved through better planning, direction and organization to ensure success. Leadership Pipeline
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Leading slides-1
The document discusses various topics related to leadership including early leadership theories, contingency theories of leadership, contemporary views of leadership, and leadership issues in the 21st century. It provides definitions of key leadership terms like leader and the process of leading. It also summarizes early leadership theories like trait theory and behavioral theory. Contingency theories discussed include Fiedler's contingency model and path-goal theory. The document also contrasts transactional and transformational leadership styles.
MBA 550 Final Project Part I Guidelines and Rubric Fi.docx
The document provides guidelines and a rubric for Part I of the final project for an MBA course. For Part I, students will conduct a self-assessment and analyze a selected leader by researching their career and comparing their leadership style to their own. They will write a 2-3 page paper or create a 4-6 slide presentation comparing their self-assessment results to the leader and analyzing the leader's career track, leadership skills, and management roles. The rubric outlines criteria for evaluating elements like the self-assessment analysis, comparison to the leader, analysis of the leader's career and skills, and the quality of writing.
Pre-Course Assignment, Group 1
Transformational leadership is a style where a leader inspires subordinates to identify needed change through creating a vision and guiding change while executing it with committed group members. It enhances motivation by connecting subordinates' identity to the organization's goals and collective identity. Transformational leaders serve as role models, challenge followers to improve, understand individual strengths and weaknesses, and align people with complementary tasks. The Multifactor Leadership Questionnaire measures transformational leadership behaviors like idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Studies show transformational leadership is associated with more positive outcomes than transactional or laissez-faire styles.
Academy Leadership - LEC - Participant Briefing (002)
The document describes a 9-session leadership development course facilitated by retired military officers that focuses on developing practical leadership skills like goal setting, communication, motivation, and accountability. The course uses assessments, exercises, readings and discussions to help participants reflect on their leadership approach and create plans to strengthen their abilities. It provides an overview of the course content, teaching methods, and feedback from past participants who found it very helpful for advancing their leadership capabilities.
Path goal theory
Path-Goal Theory describes how leaders can motivate followers to achieve goals. It states that leadership should enhance employee performance and satisfaction by focusing on employee motivation. The leader must use a style that meets the motivational needs of followers based on their characteristics and the work setting. The leader determines outcomes subordinates want to achieve, rewards high performance, and ensures subordinates believe they can achieve goals and perform well.
Organizational leadership and management
This document discusses organizational leadership and management. It defines leadership as influencing subordinates towards organizational goals through behavior, which can be positive or negative. Management is defined as the process of planning, organizing, directing, and controlling organizational activities. A manager is responsible for administering part or all of a company. Effective leadership focuses on motivating employees to achieve goals willingly. Good management utilizes resources wisely and sets clear goals and objectives. Different leadership styles may be required depending on the subordinates' behaviors and the working environment. The key is for managers to understand their strengths and weaknesses and adapt their approach accordingly.
Leadership
This document provides an overview of leadership and how it can be developed. It defines leadership as leading a group and management as dealing with or controlling things and people. It notes that successful businesses need both strong leadership and management. Leadership is about vision and goals while management focuses on day-to-day administration. The document also discusses models for reflection on experiences, how experiences and education can develop leadership, different training programs, and methods for assessing leadership abilities.
Leadership in organizational settings
The document discusses various perspectives on leadership in organizational settings. It describes five main perspectives: competency perspective, which views leadership as possessing certain competencies; behavioral perspective, which sees leadership in terms of people-oriented and task-oriented styles; contingency perspective, which holds that the most effective leadership style depends on the situation; transformational perspective, which explains how leaders change organizations through vision, communication, and modeling; and implicit leadership perspective, which states that people's views of leadership are shaped by prototypes. It also discusses cultural and gender implications of leadership styles.
Running head LEADERSHIP DEVELOPMENT PLANLEADERSHIP DEVELOPMENT .docx
Running head: LEADERSHIP DEVELOPMENT PLAN
LEADERSHIP DEVELOPMENT PLAN
LEADERSHIP DEVELOPMENT PLAN
Institution
Name
Abstract
Leadership in different aspects contributes significantly to the success of the organization; there exist different theories and approaches to leadership that explains the separate application of leadership in various aspects. Leadership development entails the formulation of strategies to be followed to attain effectiveness and efficiency in leadership. Leadership skills, on the other hand, entails the application of various attributes to help in attaining the desired outcome. It is, therefore, the core objective of this work to explore the leadership development, theories in management as well as different approaches to leadership and how they affect the success of leadership. The work also evaluates the benefits of transformational and transactional leadership in the quest to attain organizational goals as well as the change in leadership and how it is attained.
Introduction
The success of an entity has a lot to do with the effectiveness of the leadership employed there as it plays an integral part in combining of different efforts and skills in an organization to drives it to attaining the organizational goals. Leadership is defined as an activity through which a person motivates and encourage an organization as well as its employees to attaining organizational goals. Just like art, leadership is manifested among different leaders in different ways as there exist various ways through which leadership is expressed. The success of a leader is highly determined by the ability to apply the right leadership style or refine of one’s leadership skills that which helps to perfect the art. A leader has, however, a duty to adopt the best leadership style that fits an institution to enhance the success rate of the leadership employed in an organization.
The role of a leader in an organization is an elaborate task that includes motivating or merely leading the way for the employees towards a given way that the leader seems it fit for the attainment of the organizational goals. A leader is hence required to have a scheme on how to enhance his or her leadership skills in the organization to ensure that the leadership style employed conforms to the organizational needs or remains the most appropriate style for the organization. As a leader, a person is anticipated to make rational decisions as the decision made can affect an entity either positively or negatively (Adair & Adair, 1983). There is a lot to do with leadership, and it is not just about showing the employees on the way to go but also entails motivating them on why a given way is the best for them and for the organization in respect to attaining organizational and personal goals.
Leadership skills
Leadership skills referrers to the qualities expressed by a leader in leading the organization to attain given goals, these skills include motivati.
Business ppt on management and leadership.pptx
This document discusses the differences between management and leadership. Management involves carrying out planned tasks regularly with subordinates and includes planning, organizing, leading, and controlling. Leadership involves creating non-incremental change through vision and strategy and empowering others through adaptive decision making. The key differences are that leadership relies on influencing and inspiring followers through trust, while management focuses on controlling subordinates. Leadership demands foresight and establishes principles, while management has a shorter vision and implements policies and procedures. Leadership is proactive and brings change, while management is reactive and brings stability. Both are needed for an organization to grow.
Similar to Pa 216 chapter5 leading&directing (20)
LEADERSHIP SKILLS ||Most Important Skill for Success || You can be a Leader ||
LEADERSHIP SKILLS ||Most Important Skill for Success || You can be a Leader ||
Leadership Development in African Higher Education
Leadership Development in African Higher Education
"Leadership vs Management: How to Differentiate and Why It Matters"
"Leadership vs Management: How to Differentiate and Why It Matters"
MBA 550 Final Project Part I Guidelines and Rubric Fi.docx
MBA 550 Final Project Part I Guidelines and Rubric Fi.docx
Academy Leadership - LEC - Participant Briefing (002)
Academy Leadership - LEC - Participant Briefing (002)
Running head LEADERSHIP DEVELOPMENT PLANLEADERSHIP DEVELOPMENT .docx
Running head LEADERSHIP DEVELOPMENT PLANLEADERSHIP DEVELOPMENT .docx
Recently uploaded
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
一比一原版(theauckland毕业证书)新西兰奥克兰大学毕业证成绩单如何办理
原版定制【微信:741003700】《(theauckland毕业证书)新西兰奥克兰大学毕业证学位证成绩单》【微信:741003700】成绩单 、雅思、外壳、留信学历认证永久存档查询，采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份毕业证【Q微信741003700】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【Q微信741003700】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
2024: The FAR - Federal Acquisition Regulations, Part 41
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2024: The FAR - Federal Acquisition Regulations, Part 42
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样
原版一模一样【微信：741003700 】【(umich毕业证书)美国密歇根大学毕业证学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Spending in the 340B Drug Pricing Program, 2010 to 2021
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理
原版一模一样【微信：741003700 】【(uoit毕业证书)加拿大安大略理工大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(uoit毕业证书)加拿大安大略理工大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(uoit毕业证书)加拿大安大略理工大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(uoit毕业证书)加拿大安大略理工大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(uoit毕业证书)加拿大安大略理工大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样
永久可查学历认证【微信：A575476】【(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
CBO's Immigration Projections - Presentation
Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理
退学办理文凭【微信号:176555708】【(AU毕业证书)】【微信号:176555708】《成绩单、外壳、offer、真实留信官方学历认证（永久存档/真实可查）》采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路）我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信号:176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信号:176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
karnataka housing board schemes . all schemes
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
Health Insurance Coverage for the U.S. Population, 2024 to 2034
Presentation by Jessica Hale, an analyst in CBO’s Budget Analysis Division, at a press briefing organized by "Health Affairs."
G7 Apulia Leaders Communique, 14th June 2024
G7 Apulia Leaders Communique, June 2024
" The present Canon of the West"
Indira awas yojana housing scheme renamed as PMAY
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
How To Cultivate Community Affinity Throughout The Generosity Journey
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
Recently uploaded (20)
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...
2024: The FAR - Federal Acquisition Regulations, Part 41
2024: The FAR - Federal Acquisition Regulations, Part 41
2024: The FAR - Federal Acquisition Regulations, Part 42
2024: The FAR - Federal Acquisition Regulations, Part 42
Spending in the 340B Drug Pricing Program, 2010 to 2021
Spending in the 340B Drug Pricing Program, 2010 to 2021
Health Insurance Coverage for the U.S. Population, 2024 to 2034
Health Insurance Coverage for the U.S. Population, 2024 to 2034
How To Cultivate Community Affinity Throughout The Generosity Journey
How To Cultivate Community Affinity Throughout The Generosity Journey
Pa 216 chapter5 leading&directing
- 2. Chapter 5 LEADING AND DIRECTING AS MANAGEMENT FUNCTION Lesson 1. Leading
- 3. Objectives Define leadership Discuss the nature of leadership Describe the use of power by the leaders Explain how the necessary traits of an effective leader is applied in the organization Relate the various leadership skills in managing organization Identify and discuss the different leadership theories
- 4. Task 216-11. Describe a Leader Describe a leader as to: Power Trait Skill
- 40. Chapter 5 LEADING AND DIRECTING AS MANAGEMENT FUNCTION Lesson 1. Directing
- 41. Objectives Discuss the concept of directing Explain how behavior affects compliance to directions Articulate the importance of supervision in the workplace
- 42. Task 216-11. PPBA Differentiate Personality from Perception. Give specific example Differentiate Behavior from Attitude. Give specific example
- 53. Important Points An organization should strive to motivate employees from to time to time to improve their performance, which, in turn, increase their efficiency. Direction can be defined as a process in which the managers of an organization instruct and monitor the performance of employees to achieve the desired goals. The directing function of an organization enables employees to understand their roles and responsibilities and perform accordingly. There should be proper communication between the managers and subordinates.