...The role of a leader is critical important in an organisation, and differentiating the role of leadership and management is just as important. Being the major force in the organization, leadership enforces change and solutions to critical problems. The types of leadership styles are used according to the situation on hand. There are still some autocratic leadership styles being used. However most leaders sway to be more democratic or even laissez-faire (Hughes et al, 2009: p277) in nature, and these styles provide room for flexibility. According to Hersey and Blanchard (1992), leadership behavior is a “function of subordinates’ maturity’. The leader first determines the level of maturity of the subordinates, either individually or as a group with regards to a particular task to be carried out, and then assumes the appropriated leadership style. Leaders need to fully assess the skills and personality traits of subordinates if they choose to be flexible. According to Lawler (2004), in the circumstance of situational leadership being used, the leader looks at the magnitude of the situation he or she faces and then decides on the steps to implement according to the situation. However Lawler also emphasizes in many occasions employees are left confused because they do not really know what to expect from their leaders if objectives keep changing in response to situations. This can essentially alienate people The situational leader can be flexible in how he or she chooses...
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...The Forgotten Group Member Case Study Wanda Keeton keetonwanda@yahoo.com MGMT 591 Leadership and Organizational Behavior November 18, 2012 Dr. Thomas M. Bock Part I: Group Development Reflecting on the case and our text book I believe that the group is in the Storming stage which is the second phase of the group development. There are five phases in group development; the first one is Forming. This stage is when the group starts coming together and begins by introducing themselves. According to the case study Christine is the leader of the group and the other group members are Diane, Janet, Steve and Mike. The second phase is Storming. In this stage the group is coming together showing their own personalities and different opinions during brainstorming. Some of the group has pulled together and have done their portion of the assignment. The group is still not cohesive because of Mike. Mike has missed out on most of the meetings and has not done is fair share of the assignment. The third phase is Norming. In this phase the group should be relating to each other and should be working together on the assignment. Four of the members are getting along and working well together, Mike is feeling left out as he doesn’t attend most of the meetings and is not giving any input. The fourth phase is Performing. In this phase everyone is turning in their part of the assignment so that the leader can compile all the information. Everyone has done their portion even Mike although...
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...Path Goal Theory In order to encourage, support and motivate their followers, Path Goal Theory requires a leader to take into account situational factors when adapting a leadership style. Successful integration of situational factors with a leadership style can lead to maximized satisfaction and effort from the follower. The Path Goal Theory states leaders must: * Forge a path for followers to obtain their goal through coaching and direction * Remove roadblocks and obstacles that are preventing followers from accomplishing goal * Increase rewards and incentives along the way 1. Subordinate Factors (Follower Characteristics) A. Ability: A follower’s self-efficacy and self perception of competence in performing tasks to achieve goals. B. Authoritarianism: is defined as the degree to which the followers seek structure and task clarity. C. Experience: Knowledge of or skill in achieving a goal. D. Locus of control: How one perceives how much they can control events that affect their goal achievement. Those with low internal locus of control seek to participate and engage in decision making. On the contrary, those with a strong external locus of control like to be directed and provided structure. Coach Lengyel has a diverse group of followers with a variety of contrasting personal characteristics. Due to their lack of experience, youth and general “rag-tag” composition, the players on the team lack confidence, ability, cohesion and self efficacy. Given...
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...“The most basic premise of learning in an organizational sense is the detection and correction of error” (Moss and Sanchez, 2004). The need to correct errors, among other things, can explain the importance of feedback, particularly the constructive type. Feedback is of utmost importance and not properly addressing issues related to it can lead to a feedback back gap. Once this gap is discovered it is necessary to determine appropriate managerial strategies to close it. The feedback gap results from employees’ feedback avoiding behavior (FAB) and is usually due to fear of negative feedback (self-preservation needs) or appearing incompetent (impression management needs), and is widened by managers’ behavior since the latter determine the cost of feedback seeking (Moss and Sanchez, 2004). One type of managers that negatively affects the feedback gap is the zero-tolerant manager. Usually emotionally and physically distant from his employees, this manager is oblivious to situational factors contributing to employee performance which in turn causes him to attribute poor performance to internal employee characteristics instead of taking the context into account. Employees avoid feedback from the zero-tolerant manager because they believe he will directly blame them while disregarding all other factors. Moss and Sanchez offer this type of managers a few solutions to reduce FAB and the feedback gap: such as having an open mind about causes of poor performance, managing psychological...
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...6403 HRD Question review 2 week 4 Summary: * Executive team recognized that leadership development should be closely integrated with the corporate culture and that leadership should be developed at all levels * Distinguish five leadership principles * Leaders’ behaviour impacted both corporate culture and business performance * Progressive guidance, participants received extensive feedback (360 degree) Issues: * Inexperienced supervisors * Not effective and lacked the skills to manage people Week 4: Chapter 2: Developing Leaders for Competitive Advantage: The case of JetBlue, pp43-44. 1. Consider the advantages of having the senior executives actively involved in the development programme. Senior manger is defined as top macro-management in both support and leadership that leads to making an effective and clarity decision on learning and development on individual across all different levels. Meanwhile, senior management is believes that all member of organization should be led, rather than simply supported. Senior manager should be able to define the capability gaps, which ensuring that each individual learning and development needs are defined in corporate and business planning, while having appropriate funding (cost effective) and resource for learning and development. Ultimately, utilize the reward system to encourage staff to continuing learning in the workplace (Australian Government 2013). 2. How would you describe...
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...Authoritarian leadership homework The essence of authoritarian leadership is “Do as I tell you, because I’m telling you to do it!” This type of leadershiphas the following characteristics -The leader is mostly preoccupied with goal achievement, not the contentment or satisfaction of employees - The leader keeps significant distance from employees - The only way to motivate employees is through threats and punishment, rather than rewards. Even though authoritarian leadership used to be a very popular style of leadership, it has dropped out of preference in today's age, with of course, some exclusions. Nowadays, the organizational culture is moving towards flatter structures and horizontal communication. What people don’t know is that being an authoritarian manager can have it’s advantages. This type of leadership is sometimes useful for quick decision making. These types of decisions require precision and an expert in the niche in question to make the ultimate choice for the benefit of the company and its employees. Authoritarian leadership is most suitable in situations in which employees are brand new and inexperienced in their jobs. It gets results best with larger groups. It also appears to be effective when precise directions or high-volume production are required. It can be appropriate in situations where time is constrained, employees challenge the leader’s authority, or a business or department has been mismanaged by a prior leader. Authoritarian leadership is additionally...
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...Case study on Principles of Management and Leadership Tom (who works for Blocks Ltd.), and Deirdre, (who works for Fones Ltd.), are employed as production managers. Last night, both of them attended a staff development meeting organised by a Production Management Institute (a professional body), of which they are members. During the tea-break, Tom and Deirdre discussed the various leadership styles that they were following in their respective organisations. Tom told Deirdre that he had a friendly personality and was optimistic that he will get on well with the workers in the factory. He went on to say that a total of fifty workers are employed, with 40 of them having been employed with the business for over 20 years. The others, mostly unskilled, tend to be younger workers who stay for a year or so and then move on, since Tom thinks that they are harder to motivate. Tom is aware that new Health & Safety regulations are due to be implemented and this will require discipline in the workforce. He is thinking of adopting a more autocratic leadership style. Deirdre told Tom that she was newly appointed to the role, and was relatively inexperienced. She pointed out that she manages a team of forty workers, grouped into project teams with highly skilled and experienced staff in each team. Deirdre mentioned that her predecessor was unpopular with the workforce since he adopted an autocratic style of leadership. At one stage, the Labour Relations Agency were asked to mediate...
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...Bradley Marquez: Reduction in Force (A) Bradley Marquez (BM) was created by Jim Bradley and Alberto Marquez in 1995 with the basic mission of helping companies bring their business to ethnic markets. Jim Bradley studied creative writing at Sarah Lawrence College, had nine years of marketing position experience, yet never established a college degree in any type of business aspect. The same scenario was prevalent for Alberto Marquez, who received a B.F.A in acting from Penn State, and was a professional actor and screenwriter. Neither Bradley or Marquez had any type of formal experience of how to run a business. Nonetheless, according to a leading industry publication in 1996, Bradley Marquez was listed as one of the top 10 ethnic advertising agencies. In 1997, the Omnicorp Group, specializing in advertising and public relations, purchased a number of small companies, including a 40% share of Bradley Marquez. Over the next two years, Bradley Marquez began purchasing small advertising companies in the U.S. and internationally. BM was expanding far too quickly and on September 11, 2000, a few months after the stock market bubble burst, Bradley Marquez was left looking for solutions as to help save a floundering company. Andrew Lauder was hired as chief operating officer (COO), to help right the ship in 2000. Fortunately for Bradley Marquez, Mr. Lauder had substantial business experience, from his MBA in finance and international business, along with being CEO for Muze Inc...
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...assisting, providing direction, support and offering rewards to achieve goals. Path-Goal Leadership Theory tells about four different leadership behavior and its effect on performance, satisfaction and motivation of the team. Leaders can take a strong or limited approach in these. In clarifying the path, they may be directive or give vague hints. In removing roadblocks, they may scour the path or help the follower move the bigger blocks. In increasing rewards, they may give occasional encouragement or pave the way with gold. This variation in approach will depend on the situation, including the follower's capability and motivation, as well as the difficulty of the job and other contextual factors. Path-Goal Leadership Theory tells about four different leadership behaviors and its effect on performance, satisfaction and motivation of the team. Defined following four kind of leader behavior: 1. Directive (tell) 2. Supportive (inform) 3. Participative (involve) 4. Achievement-oriented (set goals and want the subordinate achieve them) Directive (Tell): The leader clarifies the path to the goal by providing clear directives. And telling followers what needs to be done and giving appropriate guidance along the way. This includes giving them schedules of specific work to be done at specific times. This behavior is suitable when unstructured job, inexperienced subordinate, subordinates lack of job skills. Keyword: Guide Supportive (Inform): Supportive...
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...experienced customer service representatives who perform non-routine tasks, the most appropriate leadership styles are participative and achievement-oriented because they are capable and confident enough to handle their jobs such as solving unique customer problems or special needs with the company’s tasks even without further directions from leader. In these ways, employee involvement is facilitated (via participative style) and peak performance is encouraged through goal setting and positive self-fulfilling prophecy (via achievement-oriented style). It is not possible to give direction to every single non-routine and specific tasks, no standard procedure can be set to follow, that’s why participative and achievement-oriented leadership style are more preferable than directive leadership style. Directive and supportive style are not appropriate in this situation that they are more suitable for unskilled and inexperienced employees who need more information and more confidence to get the tasks done. Note that from the contingency perspective of leadership, it emphasizes the most appropriate leadership behaviors or styles depend on the situation that leader has to adapt their behaviors and styles to the immediate situations. It is mentioned that participative and achievement-oriented leadership styles are the most appropriate ones. However, leader still need to adjust leadership styles instead of adopting these two styles forever. Since the customer service jobs are challenging...
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...Chapter 1 Introduction Overview of Organization The ABC Logistics Squadron is a consolidated logistics squadron providing supply, vehicle and readiness support to the ABC Wing, tenant units and agencies. The guiding principles utilized in the performance of the organization are as follows; a. Mission Statement: A military organization dedicated to providing logistical support to our Joint Service Community. b. Vision Statement: Provide quality service to our customers in support of their missions. c. Values: Integrity, Accountability, Teamwork and Excellence. The squadron provides direction and management of base logistics processes related to cargo mapping, equipment, fueling operations, vehicle dispatch and deployment planning. The function of the squadron is to manage the overall supplies of the wing and effectively manage its inventories. It is a part of the Air National Guard, ABC Wing with over 150 personnel encompassing, active military, traditional guardsmen and civilians. Currently, I am the Logistics Readiness Officer who: a. Provides oversight of the internal storage and external shipping of logistics supply activities for the ABC Wing b. Is responsible for managing and staffing the Material Management Flight for the logistics supply and information sections c. Actively oversees and manages proper implementation of unit programs for supply and the issue of all mobility bag assets d. Administers procedures, programming and staffing of individuals...
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...1. Personality traits, values or intelligence must be inferred from behavior. True False 2. The context and style of a leader's behavior are also factors that affect their ability to build teams. True False 3. The study of authentic leadership has gained momentum recently because of the belief that enhancing self-awareness can help people in organizations find more meaning and connection at work. True False 4. There is a universal set of leader behaviors always associated with leadership success. True False 5. Leaders ultimately must be judged on the basis of a framework of values, not just in terms of their effectiveness. True False 6. Most managers exhibiting derailment behavioral patterns are aware of the negative impact they have on others. True False 7. Power refers to actual behaviors used by one person to influence another. True False 8. Servant leadership puts the emphasis upon listening effectively to others. True False 9. The roots of the Great Man theory can be traced back to the early 1900s, when many leadership researchers and the popular press maintained that leaders and followers were essentially the same. True False 10. Coercive power is the potential to influence others through the administration of negative sanctions. True False 11. The term "personality" reflects a simple description of the person in the eyes of others. True False 12. White peers and subordinates...
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...The Leadership PipelineThe Leadership Pipeline, Intro and Chapter 1 Reflect on the Six Leadership Passages you will go through during your career. What stage are you at now? What are your current challenges? What challenges should you be preparing for? I am at passage two of the six leadership passages; managing managers. However, currently I am transitioning to a regional role, where functional managers will not report directly to me but will work on specific company strategies lead by me. My current challenges are that I have not completely divested myself from individual tasks. Also, I need to put expand my view from a tactical to a more strategic vision that support the overall company. The challenge that I should be preparing for is skip-level communication; now the individual contributors and first level managers require an extra layer of communication, I need to be able to understand what those contributors are working on without disrupting the management chain. At the same time, functional managers tend to be older and more experienced than me, I need to prepare myself to understand and challenge their contributions without sounding too inexperienced. Discuss/compare McGregor & Wolford’s leadership styles. How effectively are they going through their leadership passages? I believe that McGregor and Wolford are at passage four of the leadership ladder, however none of them is performing at that level, McGregor could easily be at passage 5, while Wolford is...
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...Running head: LEADERSHIP Leadership University of Phoenix Leadership Leaders are seen as brilliant, motivating, and intelligent. They are continually evolving to meet individual and group expectations. With clear direction and concise decision making, a team and their leader will have the necessary components to succeed. It is believed that every leader posses a charisma that provides transformation and success. Leaders encourage teams to attain excellence and quality in their performance as well as looking to improve production in a timely manner. Being an effective leader also means knowing when to use the right management style and communication. Different management styles can inspire all groups to become stronger in one way or another. An exceptional leader can change their management style to best suit the individual employee or work group no matter what their management is. Autocratic style is probably the least desirable in a group setting, but can be the most productive. They take charge and complete control of the situation. There is no room for opinions or suggestions because it can slow down the decision making process. They know how to delegate and complete a job. Employees or group members know exactly what to expect when having a leader like this. One instance where autocratic leadership style may be applicable is when there is a new organization and the people are inexperienced. Autocratic leadership can instantly guide their people into the right direction...
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...Achievement- Oriented) 1. (a) Directive leadership is the only choice because the structure is poor and the employees are neither active nor experienced. They need proper guidelines, someone to set the proper performance standards, and to know what is expected of them. 2. (b) Supportive leadership due to the situational factors chart on page 255. I feel like any employee that is inexperienced and passive need a directive style of leadership even if they are placed in a stable environment. I feel like both supportive and directive styles would be necessary in this scenario. 3. (c) Supportive leadership due to the situational factors chart on page 255. I personally feel like a directive leadership behavior is in need here as the employees follow directions well but lack experience and need some guidance. 4. (d) Supportive leadership is the best choice for a simple task as these employees just need reassurance that leadership cares about their well-being and needs. 5. (e) Directive leadership is the best fit. Even though the workers are experienced and active followers a directive style will help lay out guidelines and what each employee’s duty should be to meet the performance standards. 6. (f) An empowered team employee has the authority and responsibility to make decisions, rather than needing to get approval from above, and each teammate has a voice in group decisions. An achievement oriented leadership sets goals and the empowerment team will set...
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