This document discusses leadership issues specific to small businesses. It begins by noting the importance of small businesses to the US economy. It then examines the characteristics and personality traits needed for effective small business team leadership, noting time constraints small business leaders face. The document also discusses various leadership theories and styles, particularly highlighting how the situational leadership approach of Hersey and Blanchard fits well for small businesses due to the close relationships between leaders and followers. It concludes by exploring the power and influence small business leaders have over subordinates.
This document discusses ethics and leadership in corporate settings. It defines different types of leaders, including managerial leaders, charismatic leaders, transformational leaders, and ethical leaders. It emphasizes that ethical leadership is important and discusses challenges leaders face in balancing responsibilities to stockholders and stakeholders, especially during difficult economic times when decisions can negatively impact jobs and communities. Leaders must make decisions with integrity while considering impacts on all parties.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
This document provides an overview of organizational culture and how leaders can shape culture. It discusses how culture serves important functions of internal integration and external adaptation. Strong, responsive cultures where priorities are customers, people and change have a positive impact on performance. Leaders influence culture through ceremonies, stories, symbols, language, selection processes, and daily actions. There are four main types of organizational culture - adaptability, achievement, involvement, and consistency - that emphasize different values. Ethical values and values-based leadership are also discussed.
This document discusses various topics related to leadership, including:
1. It defines leadership as the ability to inspire confidence and support among people to achieve organizational goals. Effective leadership requires a partnership between leaders and followers based on shared purpose, accountability, and honesty.
2. Research shows that transactional leadership has little impact on performance while charismatic and transformational leadership can positively impact performance, especially in uncertain environments.
3. Leadership qualities include traits, motives, roles, and characteristics. Effective followers also demonstrate traits like self-management, commitment, competence, courage, and critical thinking.
4. Theories of leadership include trait, behavioral, contingency, path-goal, leader-member exchange, and
This document discusses ethics and leadership in corporate settings. It defines different types of leaders, including managerial leaders, charismatic leaders, transformational leaders, and ethical leaders. It emphasizes that ethical leadership is important and discusses challenges leaders face in balancing responsibilities to stockholders and stakeholders, especially during difficult economic times when decisions can negatively impact jobs and communities. Leaders must make decisions with integrity while considering impacts on all parties.
This chapter discusses theories of leadership traits and behaviors. It introduces the trait approach which suggests that certain personal traits like optimism and integrity are associated with effective leadership. However, traits alone are not enough to guarantee success. Behavioral theories focus on what leaders do rather than inherent qualities. Key behaviors explored include autocratic vs democratic leadership styles as well as consideration for people versus focus on tasks. Overall leadership effectiveness depends on the situation, combining different traits and behaviors as needed.
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
The idea on this presentation is largely drawn from the result of the research study commissioned by both the Financial Times and the Special Libraries Association (SLA) in 2013.
In order to apply the so called “modern leadership techniques”, it would be best to explore first and have a better understanding of the evolving value of information management in today’s society based on the facts that were the result of the study gathered by Financial Times and SLA.
This document provides an overview of organizational culture and how leaders can shape culture. It discusses how culture serves important functions of internal integration and external adaptation. Strong, responsive cultures where priorities are customers, people and change have a positive impact on performance. Leaders influence culture through ceremonies, stories, symbols, language, selection processes, and daily actions. There are four main types of organizational culture - adaptability, achievement, involvement, and consistency - that emphasize different values. Ethical values and values-based leadership are also discussed.
This document discusses various topics related to leadership, including:
1. It defines leadership as the ability to inspire confidence and support among people to achieve organizational goals. Effective leadership requires a partnership between leaders and followers based on shared purpose, accountability, and honesty.
2. Research shows that transactional leadership has little impact on performance while charismatic and transformational leadership can positively impact performance, especially in uncertain environments.
3. Leadership qualities include traits, motives, roles, and characteristics. Effective followers also demonstrate traits like self-management, commitment, competence, courage, and critical thinking.
4. Theories of leadership include trait, behavioral, contingency, path-goal, leader-member exchange, and
How Effective Leadership and Governance Influences Organisational Performance...Humentum
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
1) Vineet Nayar, CEO of HCL, sought to "destroy the office of the CEO" by empowering employees and making them the priority over the company through transparency and accountability.
2) Indian leaders prioritize developing human capital, guiding employees, and defining organizational culture, whereas Western leaders prioritize representing investors and leaving strategy to department heads.
3) Indian leaders motivate employees through a sense of mission and score higher on transformational leadership styles that encourage employees to care about organizational goals.
Difference Between Leadership and ManagementRenalyn Dario
Source:
Principles and Practices of Management and Organization
Authors:
Samuel Mejia Salvador
Estrelito Cabingan Bagunas
Ellinor Fua-Geronimo
Presentation made by: Renalyn A. Dario
The document discusses various approaches and styles of leadership. It describes leadership as influencing others to work towards organizational goals. Leaders can influence others through different bases of power such as legitimate, reward, coercive, referent, and expert power. Leadership styles discussed include employee-oriented, task-oriented, participative, free-rein, autocratic, and consultative. Contingency approaches consider which leadership practices are appropriate for different situations. The path-goal model also examines how leadership impacts motivation.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
Transactional leadership is a style of leadership where the leader promotes compliance through rewards and punishments. It was first described by Max Weber in 1947 and further developed by Bernard Bass in 1981. Under transactional leadership, employees are motivated by rewards and punishments from their leaders in exchange for meeting set goals. While it can be effective for motivating workers and achieving short-term goals, it is limited in fostering creativity and initiative. Transactional leadership works best for structured tasks but does not develop the full leadership potential of subordinates.
This chapter explores ideas around the value of teams and team leadership. It discusses that teams can be effective for coordinating interdependent tasks by ensuring information sharing and exchange. However, teams also present a dilemma as individuals must give up some independence. Key aspects of leading teams include providing clear objectives and roles, decision authority, and support. The chapter covers team processes like stages of development and competencies needed. It also addresses challenges of leading virtual teams and handling conflicts.
Similarities between Leadership and Management | ManagementTransweb Global Inc
In many aspects, leadership and management are almost known as Synonymous but both the words mean different. Similarities between Leadership and ManagementLeadership is an important and essential part of management. Without leadership, the meaning of management won’t be completed. Copy the link given below and paste it in new browser window to get more information on Similarities between Leadership and Management:-
http://www.transtutors.com/homework-help/industrial-management/leadership/similarities-between-leadership-and-management.aspx
The main contingency factors that affect structural choice are:
- Strategy - As strategies move from single product to diversification, structure moves from organic to mechanistic.
- Size - Larger organizations require more mechanistic structures.
- Technology - More non-routine technologies favor organic structures.
- Environment - Stable environments match mechanistic structures while dynamic environments fit organic structures.
Compare and contrast traditional and contemporary organizational designs
- Traditional designs include simple, functional, and divisional structures. Contemporary designs include team-based, matrix/project structures, and boundaryless organizations like virtual and network structures.
This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.
Leadership in Human resource managementNeelam suwal
Leadership in HRM is important for several reasons. Effective leadership provides direction to employees to accomplish organizational goals, transforms potential into reality, and provides vision and sense of direction. Key qualities of good leadership include communication, integrity, accountability, empathy, resilience, being visionary, delegation, and innovation. Leadership styles like autocratic, laissez-faire and democratic each have benefits in certain situations. Effective leadership makes use of employee skills, defines goals to keep teams focused, and sets deadlines to keep projects on track.
We all know, instinctively, the power of effective leadership. We know it when we see it. It is much harder to describe it, measure it and create it: leadership can seem like a black box. Yet this needn’t be so. Great leadership can be defined explicitly; can be measured and can be acquired.
This example illustrates Herzberg's two-factor theory. Specifically, it relates to the hygiene factors dimension. Patient satisfaction survey scores measure things like working conditions, company policies, and interpersonal relationships - which Herzberg classified as hygiene factors. When hygiene factors are poor, work is dissatisfying. In this case, if patient satisfaction scores are low, it could indicate dissatisfying working conditions, policies, or relationships for patients. The government is using patient satisfaction scores/hygiene factors to determine Medicare reimbursement rates as a way to reduce dissatisfaction among patients and healthcare providers. However, according to Herzberg's theory, while addressing hygiene factors can reduce dissatisfaction, it does not necessarily improve satisfaction or motivation on its own
Some say that there is a clear difference between leadership &
management while some says not. Many accept the fact that both are
needed in equal while some argue that it is dangerous to distinguish
the both.
- The chapter discusses the important but often overlooked role of followership in organizations. Effective followership requires both critical thinking and active participation.
- There are five styles of followership: alienated, conformist, pragmatic survivor, passive, and effective. The most effective style is one that demonstrates independent, critical thinking as well as active involvement in the organization.
- Followers can manage their relationships with leaders through strategies like being a resource to the leader, helping the leader succeed, building trust, and having realistic expectations of the leader. Developing these skills is key to effective followership.
Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
How Effective Leadership and Governance Influences Organisational Performance...Humentum
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
1) Vineet Nayar, CEO of HCL, sought to "destroy the office of the CEO" by empowering employees and making them the priority over the company through transparency and accountability.
2) Indian leaders prioritize developing human capital, guiding employees, and defining organizational culture, whereas Western leaders prioritize representing investors and leaving strategy to department heads.
3) Indian leaders motivate employees through a sense of mission and score higher on transformational leadership styles that encourage employees to care about organizational goals.
Difference Between Leadership and ManagementRenalyn Dario
Source:
Principles and Practices of Management and Organization
Authors:
Samuel Mejia Salvador
Estrelito Cabingan Bagunas
Ellinor Fua-Geronimo
Presentation made by: Renalyn A. Dario
The document discusses various approaches and styles of leadership. It describes leadership as influencing others to work towards organizational goals. Leaders can influence others through different bases of power such as legitimate, reward, coercive, referent, and expert power. Leadership styles discussed include employee-oriented, task-oriented, participative, free-rein, autocratic, and consultative. Contingency approaches consider which leadership practices are appropriate for different situations. The path-goal model also examines how leadership impacts motivation.
Transformational leadership is a leadership style that inspires followers to accomplish more than expected through motivation. It believes in raising followers to higher levels of motivation and morality. There are 4 components of transformational leadership: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. Transformational leadership can transform organizations by implementing a clear vision and inspiring passion throughout the organization. It focuses on developing future leaders and improving performance through motivation rather than negative reinforcement.
Transactional leadership is a style of leadership where the leader promotes compliance through rewards and punishments. It was first described by Max Weber in 1947 and further developed by Bernard Bass in 1981. Under transactional leadership, employees are motivated by rewards and punishments from their leaders in exchange for meeting set goals. While it can be effective for motivating workers and achieving short-term goals, it is limited in fostering creativity and initiative. Transactional leadership works best for structured tasks but does not develop the full leadership potential of subordinates.
This chapter explores ideas around the value of teams and team leadership. It discusses that teams can be effective for coordinating interdependent tasks by ensuring information sharing and exchange. However, teams also present a dilemma as individuals must give up some independence. Key aspects of leading teams include providing clear objectives and roles, decision authority, and support. The chapter covers team processes like stages of development and competencies needed. It also addresses challenges of leading virtual teams and handling conflicts.
Similarities between Leadership and Management | ManagementTransweb Global Inc
In many aspects, leadership and management are almost known as Synonymous but both the words mean different. Similarities between Leadership and ManagementLeadership is an important and essential part of management. Without leadership, the meaning of management won’t be completed. Copy the link given below and paste it in new browser window to get more information on Similarities between Leadership and Management:-
http://www.transtutors.com/homework-help/industrial-management/leadership/similarities-between-leadership-and-management.aspx
The main contingency factors that affect structural choice are:
- Strategy - As strategies move from single product to diversification, structure moves from organic to mechanistic.
- Size - Larger organizations require more mechanistic structures.
- Technology - More non-routine technologies favor organic structures.
- Environment - Stable environments match mechanistic structures while dynamic environments fit organic structures.
Compare and contrast traditional and contemporary organizational designs
- Traditional designs include simple, functional, and divisional structures. Contemporary designs include team-based, matrix/project structures, and boundaryless organizations like virtual and network structures.
This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.
Leadership in Human resource managementNeelam suwal
Leadership in HRM is important for several reasons. Effective leadership provides direction to employees to accomplish organizational goals, transforms potential into reality, and provides vision and sense of direction. Key qualities of good leadership include communication, integrity, accountability, empathy, resilience, being visionary, delegation, and innovation. Leadership styles like autocratic, laissez-faire and democratic each have benefits in certain situations. Effective leadership makes use of employee skills, defines goals to keep teams focused, and sets deadlines to keep projects on track.
We all know, instinctively, the power of effective leadership. We know it when we see it. It is much harder to describe it, measure it and create it: leadership can seem like a black box. Yet this needn’t be so. Great leadership can be defined explicitly; can be measured and can be acquired.
This example illustrates Herzberg's two-factor theory. Specifically, it relates to the hygiene factors dimension. Patient satisfaction survey scores measure things like working conditions, company policies, and interpersonal relationships - which Herzberg classified as hygiene factors. When hygiene factors are poor, work is dissatisfying. In this case, if patient satisfaction scores are low, it could indicate dissatisfying working conditions, policies, or relationships for patients. The government is using patient satisfaction scores/hygiene factors to determine Medicare reimbursement rates as a way to reduce dissatisfaction among patients and healthcare providers. However, according to Herzberg's theory, while addressing hygiene factors can reduce dissatisfaction, it does not necessarily improve satisfaction or motivation on its own
Some say that there is a clear difference between leadership &
management while some says not. Many accept the fact that both are
needed in equal while some argue that it is dangerous to distinguish
the both.
- The chapter discusses the important but often overlooked role of followership in organizations. Effective followership requires both critical thinking and active participation.
- There are five styles of followership: alienated, conformist, pragmatic survivor, passive, and effective. The most effective style is one that demonstrates independent, critical thinking as well as active involvement in the organization.
- Followers can manage their relationships with leaders through strategies like being a resource to the leader, helping the leader succeed, building trust, and having realistic expectations of the leader. Developing these skills is key to effective followership.
Detailed Presentation on the topic Leadership.
Leadership - Introduction: Meaning and Characteristics.
Leadership Vs Managership
Functions, Role, And Importance Of Leadership
Types Of Leaders
Traits Of Good Leader
Managerial Grid
Theories Of Leadership
Power, Influence, Followership, And Leadership
Leadership Styles
Leadership Continuum
Trait, Behavioural And Situational Approach
Leadership Effectiveness
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
A synthesis of the empirical, qualitative data research conducted with large Brazilian company executives.
By Anderson de Souza Sant’Anna, Marly Sorel Campos and Samir Lofti Vaz. (Vale Leadership Development Core)
This document summarizes a research paper about the impact of various management styles on the retention of high performing employees. It begins by outlining some background information, including that leadership styles and a lack of intrinsic and extrinsic motivation can influence whether high performers stay or leave an organization. It then presents the paper's purpose, research questions, and key definitions. The literature review discusses challenges organizations face in retaining talent, the costs of employee turnover, and theories of intrinsic and extrinsic motivation. It also outlines different management styles like authoritarian, democratic, laissez-faire, transactional, and transformational. The paper aims to determine which styles positively or negatively impact retention of high performers.
This document provides a summary of leadership theories and strategies for developing talent within an organization. It discusses the importance of leadership and talent development in maintaining organizational success. The document outlines key leadership theories and traits of talented individuals, such as intelligence, motivation, and leadership skills. It also discusses the role of current leadership in identifying and developing future leaders through assessing skills, providing professional development opportunities, and replacing chronic underperformers. The goal is to build a workforce with "competitive capacity" through strategic thinking, coaching, cross-functional knowledge, industry knowledge, and collaboration. A variety of leadership theories are presented, but no single theory is identified as best, and a contingency approach is recommended to account for all situational factors.
This document discusses managing and leading organizations. It addresses whether anyone can lead and how training benefits employee development. It also discusses how managers affect corporate culture positively and why understanding organizational structure helps management. The document emphasizes that embracing diversity is key to business success. It provides examples of companies adapting successfully to change, such as adopting new leadership or policies. Overall, it argues that effective leadership, management, communication, and positive corporate culture can help organizations achieve goals.
The Impact of Transformational Leadership on Organizational Change Management...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The document discusses various theories of leadership including:
- Trait theory which focuses on personal qualities that differentiate leaders.
- Behavioral theories including Ohio State studies identifying consideration and initiating structure as key dimensions.
- Contingency theories which propose that leadership style depends on situational factors. Fiedler's contingency model assesses situational favorability.
- Transformational leadership inspires followers through idealized influence, inspiration, intellectual stimulation and individualized consideration.
The document discusses leader-follower theory from multiple perspectives:
1) It summarizes Ira Chaleff's view that courageous followers who can stand up to leaders when needed are important for effective leadership and organizational success.
2) It proposes questions followers can ask themselves to better understand how to influence leaders and drive organizational change, such as how they can utilize their skills and build trust with leaders.
3) It argues that transforming one's own mindset and developing courage are important for followers to effectively engage with leaders and address issues that impact organizational performance. Building understanding and respect between leaders and followers is key to driving positive change.
The document discusses effective leadership and outlines several key roles and responsibilities of effective leaders. Effective leaders must direct and motivate followers, implement plans and strategies, encourage innovation, mentor teams, demonstrate expertise, build moral character, organize people, and develop individuals. To fulfill these diverse roles, leaders must communicate a compelling vision, implement innovative solutions, and understand how their actions affect follower performance. Effective followership is also important, as followers should think independently and solve problems with little supervision.
The document discusses the LEADERS model, which provides a framework for defining core leadership principles and attributes. The model is based on a mnemonic with the following components: Lead by example, Earn and extend trust, Adopt a bias for action and proactivity, Demonstrate core values, Engage the four E's of involvement, Respect the three C's of communication, culture and change, and Succeed by planning and prioritizing. Each component is then explored in detail with references to additional leadership models and theories.
This document discusses the key differences between leadership and management. While leadership and management often overlap and many leaders also serve as managers, there are important distinctions. Leadership focuses on influencing others through relationships, trust and values to achieve goals, while management focuses on efficiently executing processes and responsibilities. The document analyzes leadership and management from the perspectives of the person, position and process to further illustrate these differences.
Leadership vs Management
Management Vs Leadership Essay
Management vs. Leadership
Essay on Management and Leadership
Essay on Management vs. Leadership
Essay on Leadership vs. Management
Essay Management vs. Leadership
Leadership vs. Management Essay
Management vs. Leadership Essay
Leadership vs. Management
This is a document that will give you in depth knowledge about the leadership theories. It explains transformational and transactional leadership theories in detail and even shows the relationship between them.
Definition Of People Oriented Leadership EssayAshley Fisher
This document discusses and compares the leadership styles of two famous college basketball coaches: Bobby Knight and Mike Krzyzewski. While both were very successful coaches who won national championships, their styles differed greatly. Knight was known for his outrageous and unacceptable behavior towards players and fans, while Krzyzewski mentored his players and led with integrity. The document examines how their differing approaches to leadership impacted their coaching careers over time. It suggests Krzyzewski's integrity-based leadership built more confidence from his team compared to Knight's volatile style.
Building Leaders for Corporate Social Responsibility (CSR): A Case Studypaperpublications3
Abstract: According to UN, Corporate Social Responsibility (CSR) is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is an approach which helps a company to achieve a balance of economic, environmental and social constraints popularly known as “Triple-Bottom-Line- Approach”, by addressing the expectation of shareholders and stakeholders at the same time. The HR Manager is responsible to a wide ranging group of employees, communities, and investors. With the impact of information technology and globalization there has been a change in nature of these affairs which is affecting corporate performance. As Hilton and Gibbon (2002) said that Corporate Social Responsibility requires Corporate Social Leadership. This concept has achieved greater consequence due to its importance for growth of the society and its people in particular. This article aims at studying the role of Leadership for CSR, the Leadership practices for CSR Leaders and to study the implication required in converting managers to CSR Leaders. The study is poised basically from journals, conference proceedings, business article etc. The aim of article is to emphasize the importance of CSR leaders towards the progress of the society and for a better planet.
Keywords: Corporate Social Responsibility, Economics and Managing Business, Leadership.
Title: Building Leaders for Corporate Social Responsibility (CSR): A Case Study
Author: Dr. Kishore Kumar Das, Sasmita Sahoo
ISSN 2349-7807
International Journal of Recent Research in Commerce Economics and Management (IJRRCEM)
Paper Publications
Journal of Economic Development, Management, IT, Finance and M.docxtawnyataylor528
Journal of Economic Development, Management, IT, Finance and Marketing, 5(2), 1-31 Sept 2013 1
An Empirical Study of Leadership Styles
Cameron Boykins, Scott Campbell, Michelle Moore, Shikha Nayyar
Drexel University, USA
[email protected], [email protected], [email protected], [email protected]
Abstract
This study examined the usage of different leadership styles as they relate to position, industry and
various situations. Both project team members and project managers from four different industries
completed surveys. Initially, we believed that participant’s position, industry and different
situations would have no effect on the leadership styles being employed in a project, and our target
was to find the best leadership style. Upon deeper analysis of the data gathered from various
industries, the results were surprisingly different. The analysis of the study revealed how the
participant’s position and industry affected the leadership styles and how the opinions of both the
Team Members and Project Managers change when subjected to various circumstances. Some
very interesting questions and situations have been analyzed in this report even though the number
of subjects and industries surveyed were limited in scope.
Keywords: Leadership style, project managers, team members
Introduction
In terms of leadership styles a wide variety exists for one to employ. There isn’t firm consensus as
to which styles prove to be the most effective. Different situations call for different approaches,
however, is there a correlation between industry, team demographics, and age as to which method
is most utilized? The team seeks to examine these numerous methods of managerial leadership to
determine which are most applied and considered most effective. Furthermore, respondents were
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
Journal of Economic Development, Management, IT, Finance and Marketing, 5(2), 1-31 Sept 2013 2
asked which style they preferred their own managers to employ. As a counterpart, the team was
also interested in understanding which styles were least utilized. A sample of thirty respondents
from four different industries and backgrounds were surveyed to assist the team with several
questions. First, a short series of demographic questions were asked of the respondents to
determine the makeup of the sampling pool. Ideally, the group sought to survey a diverse pool of
male and female managers and team members. Also, different ages were examined as a way of
determining if there are new trends emerging in management. Second, a variety of situationally
based questions were asked to determine which method would be applied under given
circumstances. This revealed what method managers employed despite earlier notions of what
styles they preferred. Both qualitatively and quantitatively, the group believes that the re ...
Management focuses on directing employees and maintaining existing systems, while leadership inspires people and focuses on organizational vision and development. Effective organizations need both managers to implement plans and leaders to motivate employees. Both roles are important for a healthy culture, but leaders empower employees and encourage innovation, while managers focus on processes and problem-solving within existing structures.
The document discusses the importance and vital role of project management in today's businesses. It describes key aspects of project management like the project lifecycle, characteristics of effective project managers, tools used by project managers, and how project management benefits organizations. Project management is shown to be a vital part of organizational success through its use of planning, team development, risk assessment, and software tools to complete projects on time and on budget.
1) IBM faced significant problems in the late 1980s and early 1990s as it failed to adapt to changes in the computing industry. Its outdated business model focused on mainframe computers rather than more practical applications for PCs.
2) In 1993, Louis Gerstner was hired as CEO to turn IBM around. He diagnosed extensive issues requiring radical transformation.
3) Gerstner implemented change using John Kotter's 8-step model, creating urgency, building a team to guide transformation, establishing a new vision, removing obstacles, planning short-term wins, sustaining change through cultural shifts. This successful change management restored IBM's competitiveness.
The document discusses IBM's strategic information technology plan. It outlines IBM's mission to innovate in ways that solve major business and societal problems through responsible practices. The plan focuses on managing technology and innovation through resource allocation, understanding competitors and technical developments, promoting entrepreneurship, assessing sustainability and ethics, communicating with stakeholders, and maintaining social responsibility and profitability. IBM aims to continue leading through innovative actions that improve its reputation.
This document discusses key elements of successful project management. It examines the importance of leadership and sponsorship from project sponsors. Building an effective team is also essential, using a five stage model to develop cohesion. Managing project scope properly is vital, using tools like the work breakdown structure (WBS) and maintaining scope control. Contingency planning helps manage risks. Regular performance reviews provide feedback. Project management software supports collaboration and tracking of tasks. Overall, following project management best practices leads to successful project outcomes.
This document discusses the legal and ethical implications for independent management consultants. It begins with an overview of the consulting industry and what constitutes an independent consultant. It then examines two major ethical theories - utilitarianism and deontology - and argues that utilitarianism provides a better framework for consultants. The document also analyzes three key areas of law for consultants: contract law, which establishes agreements between consultants and clients; tort law, which addresses civil wrongs and includes the elements of negligence; and defenses to negligence claims like contributory negligence. In under 3 sentences, this document examines the ethical and legal landscape for independent consultants by analyzing philosophical theories and outlining key contract and tort laws.
The document discusses a project management maturity model (PMMM) that establishes five levels of maturity in project management. It aims to increase the probability of project success by implementing quality processes, effective communication, and integrating organizational strategy with project management. The five levels are common language, common processes, singular methodology, benchmarking, and continuous improvement. Key components of success discussed include project quality, earned value analysis, and communication methods. The PMMM provides a structured approach for organizations to improve their project management capabilities and link strategic planning with project implementation.
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1. Running head: SMALL BUSINESS LEADERSHIP 1
Small Business Leadership:
The Issues Regarding Leaderships Effectiveness
Robert Haskins
MGT 380: Leadership for Organizations
Bill Davis
18 February 2013
2. SMALL BUSINESS LEADERSHIP 2
Small Business Leadership:
The Issues Regarding Leaderships Effectiveness
Introduction
A large component to the U.S. economy is the result of successful small businesses.
Proof is found in the facts that small business make up 98.5 percent of all businesses, 75.8
percent of the nation’s newest jobs, and 52 percent of the private sector workforce (Howard,
2006, p. 73). Thus, the implications of poor leadership can, and does, have consequences on the
success rate of small business. This report will examine a few issues that leaders of small
business will need to consider that their counterpart from big business do not.
A leader will need to examine various theories to establish a style that fits with the
business and its employees. Examination of the characteristics and personality traits of an
effective team leader from a small business will be explored. Leadership theories can be
employed by any leader at any level, but advantages and disadvantageous exist between small
business and big business. Leaders will eventually use their power and influence “to involve and
mobilize…followers to accept and enact vision, mission, and strategies” (Weiss, 2011, p. 156).
An examination of how receptive the followers are to the power and influence of the leader will
illustrate the effectiveness and solutions to ineffectiveness. Leadership support for the vision,
mission, and the strategy to which to carry them out ought not to wavier no matter the size of the
business. However, this report will examine if there are different approaches between small and
big business in implementing the core values of the organization. Deliberation of the role and
effectiveness of transformational and transactional leadership in small business will be assessed
in the report. Another instance of the similarities between small and big business is the
management of change. Nevertheless, the implementation of change must be managed
3. SMALL BUSINESS LEADERSHIP 3
differently. A small business leader has greater impact on their organizations than do leaders in
big business.
Characteristics and Personality Traits of an Effective Team Leader
Effective team leadership has become a requirement with the emergence of global
competition and rapid changes to the external environment. Leaders will need to develop
personality traits and characteristics that nourish the team to recognize the qualities of effective
teams. To meet the “Performance goals and deadlines in an efficient manner” (Weiss, 2011, p.
193), leaders will instill key attributes of effective teams including, commitment to goals, a clear
group process, collaboration among the team, competence and satisfaction of the members, and
team viability (Weiss, 2011, pp. 193-194).
The leader that promotes the qualities of effective teams will need to hone their own
characteristics and personality traits because leaders in small business often will be at a
disadvantage from those in big business (Carland & Carland, 2012, p. 72). The leader from a
small business will realize that they may be the leader of many departments from the same room,
wearing a multitude of hats. These leaders will need to be comfortable at juggling multiple tasks
that may strain resources including time to attend to other things. Time constraints impact the
small business leader and restrict them from giving and taking feedback, an important task for
the small business leader (Carland & Carland, 2012, p. 76). Of course, the leader from big
business will need to be good at building teams and motivating the members of the team to work
collaboratively with cohesiveness, but the small business leader will often become more of a
team member than a leader or team builder. The characteristics and personality traits of leaders
from small and big business naturally have similar properties but the small business leader will
need to shape those attributes to accommodate the added pressures that come with the business.
4. SMALL BUSINESS LEADERSHIP 4
Moreover, small business leaders often are entrepreneurial leaders as they “Organize and initiate
new, innovative ventures and business practices, assuming much of the responsibility and risk in
hope of maximum reward” (Weiss, 2011, p. 25).
Leadership Theories
Leadership styles are developed when a person understands their own characteristics and
personality traits. It is interesting to think that the style of leadership should fundamentally fit
with the organization and, thus, the leader will develop their leadership characteristics according
to the optimal fit for the organization. Many small business leaders possess the entrepreneurial
leadership style because of their ability to assume responsibility with the hope to reap rewards
(Weiss, 2011, p. 25), a trait some big business leaders have but in a different context. Those
leaders in big business with the entrepreneurial spirit are called intrapreneurs because they take
“Risks to create new solutions to develop, extend, and change products and services for
competitive advantage” (Weiss, 2011, p. 25). However, the discussion of the leadership style that
benefits small business more will include a Hersey and Blanchard’s Situational Approach that
includes both task-oriented and people-oriented leaders.
It is only prudent to examine the behavior of leaders to understand the styles that exist to
improve the leader’s capabilities of managing people. The University of Michigan and Ohio
State University research into leaders behavior “Eventually pinpointed two types of behavior in
leaders: Leaders were either task oriented, focusing on achieving goals and organization, or
people oriented, focusing on followers and interpersonal relationships” (Weiss, 2011, p. 27).
Although scholars suggest that “Leaders are either more concerned with people or more
concerned with tasks; they cannot be both” (Weiss, 2011, p. 28), evidence proves that small
business leaders will need to perfect both behaviors to influence followers to achieve
5. SMALL BUSINESS LEADERSHIP 5
organizational goals. This report illustrates the behavior of the leader and, eventually, the
development of the leadership grid based on a leader’s behavior because of the evolution of
leadership style that conforms to the situation, the Hersey and Blanchard’s Situational Approach.
The Hersey and Blanchard’s Situational Approach is ideal for small business because
of its emphasis on follower and task characteristics (Weiss, 2011, p. 32). The closeness that
leaders in small business have with their followers will naturally compel leaders to manage them
according to their capabilities and their commitment to the tasks (Weiss, 2011, p. 32). The leader
will use the style that best fits the development level of the follower with a directive style, or
task-oriented, and a supportive style, or people-oriented (Weiss, 2011, p. 34). These two styles
(directive and supportive) have varying qualities that are then broken down into four elements
that best match the needs of the follower and the task. These four elements are; directing,
coaching, supporting, and delegating.
An example of how Hersey and Blanchard’s Situational Approach and the four elements
that a leader chooses to fit the follower and the task is relevant in either a small or big business.
However, the impact a leader has in the small business is greater because of the intimacy the
leader and follower share. For instance, the directing style will be necessary when the follower is
unwilling, confused, or lack the skills to complete the task (Weiss, 2011, p. 34). This style will
be task-oriented without concern of the leader to the follower and appropriate for entry-level
work. The coaching style works well with followers that are willing and enthusiastic about the
task but lack the skills to complete the task (Lanier, 2012). Followers that receive the coaching
style from the leader will often be interns or legitimately excited about a new task. The
supportive style “Offers support by praising, encouraging, and giving and receiving feedback as
needed” (Weiss, 2011, p. 34). These followers are skilled in the task but lack the instruction or
6. SMALL BUSINESS LEADERSHIP 6
need guidance on the task. Leaders will use this style on skilled manufacturers that are asked to
produce something they are not familiar with. The last style, delegating, is often employed on
people that are highly skilled and willing to complete the task. “The leader empowers followers
and teams to take responsibility for tasks depending on their judgment and initiative” (Weiss,
2011, p. 34). The delegating style is effective on skilled workers that know the requirements of
the task and have the freedom to create different outcomes. “Situational approach attributes more
control to both leaders and followers, empowering them to respond to different situations rather
than locking them into specific roles or styles” (Weiss, 2011, p. 35). Thus, situational approach
conforms to the leaders and followers necessity for more closeness.
Power and Influence of Leaders in Small Businesses
The definition of power and influence is interchangeable, but it is noted that influence
is changing an individual’s or group’s behavior and power is the potential to influence (Weiss,
2011, p. 156). Small business leaders influence over their subordinates simply by spending time
and energy with them. However, to fully understand the how leaders influence their followers,
they will need to learn the sources of power.
The source of power could come from anyone, it does not necessarily need to be from an
authority figure, and the difference is the type of power from the source. It could be “Hard
power”; using coercion or inducement, or “Soft power”; using personal or relational power to
influence followers (Weiss, 2011, p. 158). “The sources of soft power are a leader’s values,
culture, policies, and institutions” (Weiss, 2011, p. 158). As it shows, hard power is often
rejected without the coercion by the source of the power. Soft power is easily accepted because
this type of power plays to the emotions of the follower. For instance, a leader using soft power
7. SMALL BUSINESS LEADERSHIP 7
using the tools of power like reward power could influence the follower to complete the task in
return for a reward.
“Two basic principles apply to gaining power through politics: collecting resources and
controlling access points” (Weiss, 2011, p. 161). The collection of resources is an effective tool
at gaining and controlling power because if you’re the only one with all of the cans of beans and
the only can opener on a deserted island, you will have power. However, someone that can
control the access points will have power because they are the only one that knows how to use
the can opener on the same deserted island. “The methods of gaining power can be described by
the acronym NEAR: Individuals can gain power using a network, expertise, access, and
reciprocity” (Weiss, 2011, p. 161).
The acronym NEAR (Network, expertise, access, and reciprocity) lays out the elements
of gaining power for individuals and groups. Networks are powerful tools that use allies to
propel new initiatives and external validation (Weiss, 2011, p. 161). Expertise is a form of power
that an individual will acquire through academia, experience, or correspondence with others that
already have expertise. “Controlling who can access certain people and certain information also
lends power because it produces a dependent relationship” (Weiss, 2011, p. 162). A relationship
built upon the exchange of goods, information, or favors is another form of power and the
consolidation of power (Weiss, 2011, p. 162).
Effectiveness of Transformational and Transactional Leadership in Small Businesses
A primary function of a leader is the ability to influence followers “To achieve common
goals through shared purposes” (Weiss, 2011, p. 2). The evolution of leadership styles and
theories have brought us to new theories that examine the behaviors of the leader and their
capability to influence followers to “Inspire, move, and literally transform followers to achieve
8. SMALL BUSINESS LEADERSHIP 8
organizational goals beyond their self-interests, thus initiating and bringing about positive
change” (Weiss, 2011, pp. 51-52). The transformational leadership style is a relationship
between leaders and followers playing important roles for the organization to realize its goals.
The premise of the transformational style is that it will transform and influence the
follower towards results the followers could not achieve on their own, but the leader will
transform the follower in the process (Weiss, 2011, p. 52). Transformational leaders will need to
have strong moral values that enable them to motivate followers (Weiss, 2011, p. 52); actions
and ideals that can be emulated by the followers. The behaviors that transformational leaders will
need to possess to effectively motivate the followers are idealized influence – also called
charisma – inspirational motivation, intellectual stimulation, and individualized consideration
(Weiss, 2011, p. 54).
The relationship between leader and follower is more intimate in small business and the
behaviors of transformational leadership are more amplified. The leader’s charisma will be on
display because of the intimacy with the follower. Idealized influence is based on trust and the
leader will need to exhibit high moral and ethical standards the follower can relate to (Kendrick,
2011, p. 14). If the example the leader gives has a high moral standard, it creates the drive for
shared goals and visions, it creates the inspirational motivation. For a small business leader,
encouraging the followers to take risks and find ways to quickly improve processes is essential to
stay competitive. Intellectually stimulating the follower will motivate them to become creative
with the limited resources that exist in small business. When a leader recognizes the needs of
their team members, acting as a coach by listening and addressing concerns that they may have,
they are showing individualized consideration (Valdiserri & Wilson, 2010, p. 51). Effective
9. SMALL BUSINESS LEADERSHIP 9
small business owners use transformational leadership skills to recognize individual
contributions that enable the small business’s success.
Transactional leadership style has more tangible elements and is satisfied with the
status quo. Weiss (2011) explains how leaders that employ the transactional style “Plan,
schedule, control, and work with subordinates on detailed tasks” (p. 58). Weiss (2011) continues,
“Transactional leadership seeks to maintain stability rather than promoting change within an
organization through regular economic and social exchanges that achieve specific goals for both
the leaders and their followers” (p. 58). This statement broadens the understanding that
transactional leadership is a necessary function that even enhances the transformational style.
When the transactional leadership style is used in conjunction with transformational leadership,
it can complement a leader that is ineffective in some areas of either style. For instance, if the
small business leader is ineffective in improving production numbers, the leader can use
transformational leadership style to motivate the workers. Conversely, the effective transactional
leader could use the transformational style to motivate their workers even further through the
characteristics of a transformational leader.
Leadership Support for Vision, Mission, and Strategy
The small business leader has many advantages when it comes to the development,
support, and sustaining the vision, mission, and strategy. The first step in creating the
mechanisms of obtaining positive organizational outcomes is the development of a vision, or an
organizational goal, the mission of the organization, or what the company stands for, and the
creation of the strategy to implement the plan to achieve the vision. “A strategy is a
comprehensive plan for how an organization will fulfill its purpose and realize its vision”
(Weiss, 2011, p. 141). In small business, strategy creation can be effectively actualized quite
10. SMALL BUSINESS LEADERSHIP 10
simply because of the size and scope of the company. The familiarity small business share with
its counterpart is how the associates grasp the strategy.
The role of the leader in the small business’s vision is to help the employees make the
connection with the vision. “The vision statement supports team building by establishing a
common goal and engages individuals at an emotional level” (Weiss, 2011, p. 145). The leader
can help promote the organization’s mission statement by upholding the morality, philosophies,
and principles of the small business to act as the example.
Change Management in Small Businesses
Organizational change occurs when the company attempts to make intentional changes to
the business process, or activities “Including corporate acquisitions, downsizing, expansion, new
strategies, and new infrastructure” (Weiss, 2011, p. 211). These changes are made to help the
organization evolve and counteract on the internal and external forces in the environment. This
report will demonstrate two examples of change in a small business, more specifically, a small
carrier company.
The first example is an attempt to intentionally change a technical issue the small carrier
needs to address. The competitors of the small carrier have found the benefits of the use of GPS
in tracking of loads. The benefits include customers satisfied with knowing exactly the location
of the ordered goods and location of the truck in case of emergency, to name a few. The changes
to the small carrier are minimal as far as installation and maintaining the equipment. However,
the initial cost is a major roadblock.
The second example of intentional changes to the small carrier, which just recently
occurred, is the use of smartphones to deliver the shipping documents to the people responsible
for them. In the past, the professional driver would have to use a very expensive fax machine at
11. SMALL BUSINESS LEADERSHIP 11
truck stops to deliver the shipping documents. Collaboration with the contracted brokers the
small carrier developed the idea to take photos of the documents and simply e-mail the copies of
the documents to the shipper, consignee, the brokers, and the small carrier’s administrative
personnel (our wives).
Conclusion
The small business leader has a larger role in the company and because of the closeness
they have with the subordinates, are more effective than leaders in big business. This report has
proven this premise with the assortment of examples in the leadership styles these leaders have
chosen. The Hersey and Blanchard’s Situational Approach is a style that many small business
leaders could use because of its emphasis on the relationship with followers. Knowing the
sources of power and influence and the techniques that compel people to achieve organizational
and personal goals is beneficial for any leader at any level. Transformational and transactional
leadership styles complement each other but still maintain each owns functionality. Leadership
support for the vision, mission, and strategy to implement the vision is important for the
organization to achieve its goals. Change management is essential for any size company; this
report gives two examples of the effectiveness of proper change management. Whatever the size
of the company, the effectiveness of the leader will initially depend on the ability of the leader to
influence and motivate their follows to share a common goal for the success of the organization.
12. SMALL BUSINESS LEADERSHIP 12
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