...Project Management Leadership is a very important trait and concept is a management, and plays a prime role for the managers in the organisation. The managers in each and every organisation are required to exercise this trait in their area of professional development, and they must display due professional care in display of leadership role. The managers are entrusted with a dual functionality of representing the staff members in front of management, and representing management in front of staff members. At the outset, they are required to work with large number of subordinates and help them execute their work in a systematic manner. (S. Agarwal, 2011) In this process, they are also required to handle any inconsistency in the execution of work. In ensuring that the sub-ordinates perform their work in the most optimum manner it is important that appropriate leadership skills are displayed by the manager. The manager must be a strong leader in handling the disputes, in representing the group he manages, in resolving any form of dispute, in being a role model for its subordinates and also in getting the work executed (Boal, K. B. & Blau, G. J., 1987). A similar form of management trait was displayed in an area of professional development wherein, I was required to manage a group of employees, and the entire group was entrusted in accomplishing the accounting for a recently completed project of infrastructure work. The group members were allotted by the managing director, and...
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...SUPPORT Contents Page College Vision, Mission and Values 3 Existing Cultures 4 Overarching College Priorities 4 Bringing about culture change 5 The 5 step journey 6 Roles & Responsibilities 8 Communication & embedding the values 9 Benchmarking 9 Training & Development needs 9 Significant barriers and overcoming them 10 Priorities 11 College Vision, Mission and Values The Strategic Vision For The Merged College Is: “An inspirational organisation that delivers excellence” Mission Statement: “To provide high-quality education and training that is inclusive, and which matches and supports the needs of our diverse learners and the local and regional economy” Corporate Values: ▪ Place learners at the heart of everything we do ▪ Promote a progressive, inspirational and dynamic approach to teaching and learning which responds to learners ▪ Create an environment and ethos which encourages learning and skills development ▪ Promote and provide opportunities for successful participation in education for people from all backgrounds and abilities ▪ Strive for excellence in all aspects of college business ▪ Encourage staff to embrace challenging professional standards and raise achievement ▪ Promote the principles of sustainability in use of resources and energy ▪ Respect the rights and responsibilities...
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...follows: Intuitive - Focuses on results and relies on past experience to guide actions. Innovative - Concentrates on problem-solving, is systematic, and relies on data. Imaginative - Is able to visualize opportunities, is artistic, enjoys writing, and thinks “out of the box.” Inspirational - Focuses on social change and the giving of self toward that end (Apollo Group Incorporated, 2004). After doing the worksheet, the results are as follows. Vernette Kudler Fine Foods is a growing organization the leaders at Kudler contribute to the success of the organization. A person’s creativity and intellectual ability goes together. Individuals have different personality traits these traits can help an organization succeed or fail. In completing the Creative Intelligence Profile, I rated in the category inspirational. In analyzing Kindler’s Foods organization my leadership skills fall in the category of integrity. The integrity and success of the company is very important. Leaders are honest and demonstrate integrity toward customers and employees gain trust from these individuals. Kathy Kudler has a vision to open shop and not continues with the frustration of travel to find fresh gourmet ingredients. An inspirational leader can relate to...
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...Creative Intelligence Paper Donald M Wynter OI / 361 University of Phoenix May 18, 2011 There are four creative intelligence styles, intuition, imagination, innovation and inspiration (Rowe 2004). These four styles of thinking creatively influence our decisions each day. The affect individual decisions at work, at home, in the workplace, or in our socials encounters. In this paper the four styles will be compared and contrasted with each other. An attempt will be made to look at how these styles influences decisions making generally and finally I will attempt to identify my creative intelligence style after completing the profile tool and analyze how the mental models or mindset affects my decision making processes. Intuition The intuitive thinker is conscious of past experiences when they have to make a decision. This type of thinker also is results oriented and relies heavy on the experience they are able to draw on in order to make a decision (Rowe 2004). The intuitive thinker uses the successes from past experience as a basis for doing things the same way for an extended period. The mistakes of the past are avoided by ensuring activities that led to unsatisfactory results are not repeated. While the intuitive thinker will benefit from not making same mistake repeated and by drawing on the successes from past experiences they may limit their ability to try new ways of doing things. If a process or particular way of accomplishing a task works continuously and there...
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...60 Academy of Management Perspectives February A R T I C L E S Leadership and Neuroscience: Can We Revolutionize the Way That Inspirational Leaders Are Identified and Developed? by David A. Waldman, Pierre A. Balthazard, and Suzanne J. Peterson Executive Overview Recent advances in the field of neuroscience can significantly add to our understanding of leadership and its development. Specifically, we are interested in what neuroscience can tell us about inspirational leadership. Based on our findings, we discuss how future research in leadership can be combined with neuroscience, as well as potential neurofeedback interventions for the purpose of leadership development. We also consider ethical implications and applications to management-related areas beyond leadership. L eadership development is a multibillion-dollar industry, with in-house as well as external consulting groups offering leadership development techniques and programs for their clients. The efficacy of traditional leadership development methods, however, has recently been called into question (Haines, 2009), with many researchers recognizing the need to go beyond traditional leadership assessment methods, which typically involve evaluating leader behaviors and qualities through some sort of survey process through which followers or peers rate a leader’s effectiveness. In particular, recent advances in neuroscience are expanding our understanding of behavior and learning...
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...Functions of Management Abstract This paper is about the Functions of Management. There are many different styles and kinds of management. This paper will be discussing the different styles and functions of management. It will also be discussing how those functions of management affect us as managers and what their roles are. I believe that in order to really be an effective manager using all the different styles and techniques is required. All functions of management must work together in order for you to be an effective manager. Functions of Management There are many different types and styles of functions of management. The Functions of Management describe the manager’s job in a whole. The most known functions of management are planning, organizing, leading, and controlling. Planning Planning is the function of management that involves setting objectives and determining a course of action for achieving these objectives. It also requires that managers be good decision-makers. There are many different types of planning some examples are: Strategic, Operational, Scenario and Tactical. (Satterleee, A., 2009) In one of my articles it states that “Strategic planning is one of the most critical means of fostering the success of an institution, and the achievement of its vision, mission, and strategic goals.” (Achampong, F.K. 2010) In a book review that I read it talks about scenario planning, in this review it states that, “Scenario planning is a revolutionary...
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...Elizabeth Curtis and Rhona O’Connell in Nurse Management-UK. “Essential leadership skills for motivating and developing staff” reviews the importance of leadership skill and empowering staff (Curtis & O'Connell, 2011). This article discusses the effect manager has on the staff they supervise, and how a negative attitude can produce negative results; whereby a positive and supportive environment can produce staff Nursing Leadership and Developing Staff Productivity. In the article, Curtis and O’Connell discuss the difference between transactional and transformational leadership. Transactional leadership is based on working on an agreed level of performance for a reward. Managers only intervene when something goes wrong. It is a reactionary type of managing. Transformational leadership, on the other hand, is supportive of the employee. Transformational leadership results in higher employee performance, positive relationships and greater employee satisfaction. When employees have job satisfaction is leads to increased productivity and retention. Data Analysis In reviewing and analyzing this article, the transformational leader has four main elements. These elements are charismatic leadership, inspirational motivation, intellectual stimulation and individual consideration (Curtis & O'Connell, 2011). This leadership style is important in today’s healthcare. With all the increasing demands and changes being placed on nursing staff, nurses need a supportive...
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...Persuasion is necessary in the field of management. In review of the case study, there are several key points to contemplate: * Are the precepts of IBM’s training program consistent with the concepts in the chapter? Why or why not? * Based on the chapter, are there other keys to persuasion and influence that might be added to the IBM program? * If you had a manager who wanted you to do something against your inclination, which of IBM’s elements would work best on you? Why? * From Chapter 5, do you think generational values explain the changing nature of the employer-employee relationship? Why or why not? Are the precepts of IBM’s training program consistent with the concepts in the chapter? Why or why not? IBM’s precepts are stated as: build shared vision; negotiate collaboratively; make trade-offs; and build and maintain your network. These precepts do line up with the concepts from the chapter. In review of Robins & Judge information, there are distinct influence tactics: Legitimacy (relying on authority); rational persuasion (presenting logical arguments and factual evidence); Inspirational appeals (emotional commitment); consultation (soliciting support through involvement); exchange (rewarding target with benefits and favors); personal appeal (asking for compliance based on friendship or loyalty); ingratiation (using flattery, praise, or other behaviors prior to making...
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...you is a method of inspiration. Being an inspirational leader is a trait that can be closely associated with a transformational leader. A transformational leader is charismatic and inspiring and motivates their employees by making them feel empowered and understanding their own capabilities. An inspirational leader will show their weaknesses. They will allow themselves to be seen as human by their subordinates allowing them to relate. This empowers employees to approach leadership because they feel connected and not intimidated by a superior perception of the leader. It is important to be sure to not convey weaknesses that can deem you inadequate for the job. The example given in the text is a Finance director who discloses he never understood discounted cash flow. This would be a major problem in that his job functions require him to be in an expert in this field and his subordinates may feel he is inadequate to lead. Next a leader must be able to have an intuition of what is going on. Their ability to feel and analyze what is going on around them allows them to get a feel for their employees and keep up with the happenings around them. This is a trait key to inspiring subordinates. If subordinates feel that their leader does not know what is going on they can stray from the goals and objectives and may even feel disconnected from the vision. But it is very important to validate ones perceptions with real facts. Because a manager is standoffish does not necessarily mean you...
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...185). As many industries are becoming extremely competitive, the importance of effectively motivating subordinates is being emphasized. In addition, Ghosn’s transformational leadership demonstrates how leaders diagnose the cause of the problem and manage crisis. He is a successful businessman and a competent leader. A whole series of events brought him fame as a leader and demonstrate ideal leader’s roles in highly competitive society. When he joined Michelin tire in France, he was only 25 years old. He experienced life as a staff and manager in a factory in his first business career. Throughout the period of being a factory manager, he learned the importance of ‘Field based management’ and ‘fulfillment’, which is about the reality of the shop floor and trust of the employees. Although this was just the beginning, his experience of management level has had a decisive effect on his overall leadership career so far. As a factory manager in Michelin, he learned to be open-minded and was content to listen to employees’ voices carefully, which is an essential qualification of great leaders. This...
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...University of Primorska, Faculty of Management Koper Leading and Motivation ERASMUS STUDY: Academic Year: 2010-2011. Jesús Jiménez Rodriguéz: jesusjimenez_88@hotmail.com Jesús Medina Gonzalez: medinajs89@gmail.com Universidad de Jaén Course: Strategic management Mentor: mag. Bojan Mevlja koper, November 5. Introduction Today the study of leadership and motivation are very important in the business world. The efficiency of work, profitability, the ability of conviction, the management of organizations, the ability to organize a favorable working environment, achieve the commitment of the employee, good communication, the ability to get the best of themselves, ... etc. Are related to the concept of leadership and motivation. These abilities make it easier and effective the development of the company. The Companies, in the selection of its directors, demand high academic and professional experience, but also people with strong leadership skills. To continue, We will define leadership and motivation separately. Leadership Leadership has been described as the "process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task." Definitions more inclusive of followers have also emerged. Another definition of Chiavenato, Idalberto, in his book "Administración de los recursos humanos" indicates that leadership is interpersonal influence exercised...
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...Leadership, Trustworthiness, and Ethical Stewardship Leadership, Trustworthiness, and Ethical Stewardship The problem to be investigated is to identify the correlation between leadership, trustworthiness, and ethical stewardship. Leadership is the epicenter for any group or organization. In order for an organization to be successful it is imperative that the employees trust the leaders. This trustworthiness will allow the leader to be identified as ethical stewards. Caldwell, Hayes, and Long (2010) contend that these ethical stewards can direct an organization’s efforts toward fortune for all stakeholders. Leadership In understanding leadership’s role within an organization, its role must be clearly defined. There are many definitions of leadership. Each definition has its own characteristic based on the perspective of the individual providing it. Lussier and Achua (2004; as cited by Caldwell, Hayes, & Long, 2010) define leadership as “the process of influencing leaders and followers to achieve organizational objectives through change” (p. 5). This translates to mean that the leader must have the ability to make decisions that will be beneficial for the organization and not promote their own self-interest. Their decisions will impact many different stakeholders such as the company, venders, customers, economy and themselves. In order for the leader to be effective in making decisions they must have specific skills. These specific skills include project management, technical...
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...Beyond Spray and Pray Clampitt, DeKoch, and Cushman argue that the spray and pray strategy (which characterizes the federal agency example) and the withhold and uphold strategy are least likely to be effective in achieving organizational performance, whereas the underscore and explore strategy “maximizes organizational potential by creatively synthesizing executives' initiatives and employee concerns”. They suggest that, on occasion, more than one strategy can be used concurrently. For example, in one organization, the spray and pray strategy, also known as the “communication clutter” strategy, was used generally in “bombarding” staff with information on organizational performance; however, when it was faced with organizational changes such as downsizing and operational changes, a “withhold and uphold” strategy was adopted specifically on these issues. Executive adopted this latter strategy to reduce exposing employees to promises about the future that they were not able to deliver. The effect of this dual approach was not well received by staff: “Providing all the information employees could possibly want while avoiding the issues they cared about most bred discontent and mistrust”. Contingency Approaches to Communication Strategies Your Communicating Strategy Depends on The Type of Change Stace and Dunphy adopt a contingency view, pointing out that the communication strategy needs to be appropriate to the particular type of organizational change: Developmental or incremental...
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...What is Transformational Leadership? Is there a relationship between transformational leadership and emotional intelligence? Introduction For more than three decades, the paradigm of transformational leadership has attracted a vast amount of academic interest. A large number of empirical studies lend credibility to this interest by linking aspects of transformational leadership to a range of positive organisational and individual outcomes (Bass, 1997; Bass & Avolio, 1994; Lowe, Kroeck & Sivasubramaniam, 1996). Due to these desirable effects, a significant amount of research has also been undertaken in trying to understand factors that predict or contribute to transformational leadership behaviours. For this reason, the relationship between emotional intelligence and transformational leadership is one that has attracted much attention. The following paper examines this proposition in more detail. In order to gain a more detailed understanding of transformational leadership and its relationship with emotional intelligence, the paper first examines the two subjects as standalone concepts. In determining if and how a relationship exists, the paper subsequently brings the two constructs together so that a critical examination and analysis of the research available can be undertaken. Lastly, after examining the case for and against a relationship, a conclusion is drawn from the analysis presented. Transformational Leadership The notion of transforming leadership was first introduced...
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...and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives. Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS). Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction. Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment....
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