... The term charisma is applied to a certain quality of an individual personality by virtue of which he is considered extraordinary and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. 2) Who is a charismatic leadership? Ans: Charismatic leadership is a leadership based on the leader’s ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and motivate. 3) Define the term “transactional leadership”. Ans: A transactional leader is one who guides and motivates his follows in the direction of establish goals by clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership. Ans: | Transformational leadership |Transactional leadership | |Builds on man’s need for meaning |Builds on man needs to get a job done and make a living | |Is preoccupied with purposes and values, morals and ethics. |Is preoccupied with power and position,...
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...Strong organizations have strong leaders and managers. The utilization of organizational functions to meet business needs does not change between organizations; however, the way each function is carried out differs depending on the size and services of the establishment. In this paper, the differences between management and leaders, as well as the roles and responsibilities of leaders in the workplace are discussed. Definition There are many differences between managers and leaders. For example, leaders cope with change, while managers cope with difficult situations. Successful managers must posses many assets, one of which is leadership. The main purpose of a manager is to maximize the output of the organization through administrative implementation. In order to achieve this, managers must undertake the four functions of management: organization, planning, directing and controlling. One important part of directing is leadership. A manager must be more than a leader; he needs to have formal authority in order to be effective. “For any quality initiative to take hold, senior management must be involved and act as a role model.” (Predpall, 1994) It is true that in some situations, single leadership is not necessary. Self-motivated groups may find leaders dominating rather than a single leader. During my last class at the University of Phoenix, there were three members, including myself in my learning team. While creating the team charter, we decided not to have any one...
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...Ann Rockwell December 5th, 2015 MGMT-1115 LEADERSHIP The purpose of the essay is to discuss about knowledge management theory, practice, major concepts and practical applications. This essay synthesizes basic concepts and ideas as well as some of the leading thoughts pertaining to knowledge management. It also highlights the necessity of knowledge management, the techniques and practices of implementing knowledge management solution in an organization. Finally, the essay discussed two business organizations that are being well served by knowledge management. There is no universal definition of knowledge management (KM), just as there's no agreement as to what constitutes knowledge. For this reason, it's best to think of KM in the broadest context. KM is the process through which organizations generate value from their intellectual and knowledge-based assets. Most often, generating value from such assets involves sharing them among employees, departments and even with other companies in an effort to devise best practices. The goal of KM is to simultaneously manage data, information, and explicit knowledge while leveraging what people know (tacit knowledge) through a combination of technology and management practices. Although there is a great deal of overlap between knowledge and information, knowledge is considered as a finished product and information and data are considered as raw materials. Tacit and explicit are two categories of knowledge. Tacit knowledge comes from...
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... Leadership in Organizations 5 Transformational Leadership 6 Servant Leadership 9 Organizational Learning 10 Organizational Performance 13 Analysis 14 Theoretical Framework 16 Hypothesis 16 Methodology 17 Data Analysis and research findings 19 Conclusion and Discussion 28 Bibliography 29 Bibliography 29 Acknowledgment The process of research is a complex one and requires immense guidance at all stages. We are thankful to our respected advisor Mr. Muhammad Ali who guided us on every stage despite our shortcomings. We are also thankful to our respected advisory committee for their valuable feedback and suggestions. We would be thankful for further feedback from our Evaluation Committee. Abstract The purpose of this study is to examine the impact of two comparative leadership styles on organizational learning and performance of non-profit organizations. The leadership style undertaken is transformational leadership and servant leadership. A sample of 100 participants is taken from non-profit organizations based in Pakistan. Data was gathered through quantitative surveys on a five point likert scale. SPSS was used for analysis purpose. The results showed that the level of organization learning doesn’t affect organization performance. These results mean that organizations should focus on other factors rather than the type of leadership they are following if they want to improve their learning or performance Scope and Purpose Non Profit Organizations are working towards...
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...evaluate performance the BNQP outlines criteria to help educational organizations from elementary school to higher education “Plan-Do-Study-Act”. The BNQP focuses on educational criteria and achieving excellence through the following seven categories, “leadership, strategic planning, customer focus, measurement analysis and knowledge measurement, workforce focus, process management, and finally Results” (Baldrige National Quality Program, 2009-2012). According to Higher Learning Commission, (2011) the purpose of the Academic Quality Improvement Program (AQIP) is to offer an alternate way in which previously accredited colleges or universities can maintain their accreditation and provide an alternate evaluation process. The AQIP focuses on qualitative evaluation of goal-setting, networking, and accountability (Higher Learning Commission, 2011). Leadership and management fit within the BNQP and the AQIP models by leader and manager interchangeably. However, the difference between the two is distinct. The roles and responsibilities of these positions are equally important in ensuring the success of a company. The employee which holds one of these positions must be aware of what is expected of them. Each position must be examined in detail to define clearly the differences between a manager and a leader. What makes a good leader? How do managers lead? By answering these questions one will discover how managers and leaders work to create and maintain a healthy organizational culture...
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...cure-all success formula for organizations. Teams will be successful only to the extent that they have a clear purpose, apply elements of high performance teamwork, and can produce measurable results. The goal of this session is to familiarize you with the fundamentals of high performance teamwork and help you build a Team Agreement that will serve as a contract to guide your team through to the completion of your mission. Organizations that master high performance teamwork have a competitive advantage that can translate into real business performance improvement. Learning Objectives Upon completion of this unit, you will be able to: 1. Develop and complete a Team Agreement that conforms to the guidelines found in these training materials and that a team will actually use on-the-job 2. Describe your role in the high performance team process according to the definitions found in these training materials and by using input from others (i.e., team members, team leader, team sponsor) 3. Identify your team’s phase of development, as defined in these training materials, and set realistic expectations for team outputs (based on the team’s development phase) © RICHARD CHANG ASSOCIATES, INC. 1 BUILDING A DYNAMIC TEAM Building A Dynamic Team (cont.) Agenda Building Toward High Performance Starting Up A Team Creating And Using Team Agreements Creating Your Team Agreement: A Checklist For Getting Started Creating Your Team Agreement: Mission...
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...challenging and changing healthcare environment, which threatens the survival of those unable to adjust to the trends of the industry (Johnson, 2009). Other factors contributing to unpredictable changes in the healthcare industry include the exclusive expertise of the providers, the physician/hospital relationship and related referral patterns, the absence of a traditional competitive market, and the fragmentation of the industry. The concept of change is far too broad to justify any one definition. Extenuating circumstances and unpredictable shifts within the healthcare industry require a strategic management model that addresses both change and changing. Visionary leaders must be alert to external change and have the organization prepared to respond by changing internally. Consequently, everyone in the organization plays a role in change management. Among the many definitions of change reported in the literature, transitional and transformational changes provide the most practical distinction relative to the scope and depth of change. Transitional change, sometimes referred to as developmental change, is associated with the incremental adjustment or “tweaking” of processes. These changes may or may not influence the variables and methods of measurement within the system but are...
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...Contents Introduction 2 Strategic management and leadership: 2 Links between Strategic Management and Leadership 3 Management Strategy and leadership in BlackBerry: 4 Analyzing the impact of management and leadership styles on strategic decisions in the organization in BlackBerry 5 Evaluation of how leadership style can adapted to different situations in McDonalds. 6 The impact that selected theories of management and leadership have on organizational strategy 7 Creating a leadership strategy that supports organizational direction: 9 Appropriate methods to review current leadership requirements in BlackBerry: 11 Planning for the development of future situations requiring leadership in BlackBerry: 13 Planning the development of leadership skills for a specific requirement 14 The usefulness of the methods used to plan the development of leadership skills 16 Conclusion and recommendation: 17 References: 18 Introduction BlackBerry is a renowned company in the marker which has made a 3% of total mobile device sales among the all companies worldwide in the year 2011. BlackBerry was at that time one of the most popular device maker and holds its position in sixth (among the devices the 25% of mobile device sales are smartphones). The BlackBerry Internet Service to the consumer is one of the most powerful services which are available in 91 countries worldwide. At September 2012 BlackBerry made eighty million subscribers worldwide which is a very appreciable...
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...* It represents a critical two-way commitment between an employee and the organization * It is a way to set future goals for progression in a chosen career by their own or might do it with the assistance of a career counselor or even a present employer * It basically focuses on building and following up on employee competencies such as technical skills, soft skills, and industry-specific skills The array of possible career management practices that a company can develop to ensure competitive advantages on the basis of three tiers. Some of them are: Tier one- Planning * Competency Models and Performance Criteria: It allows realizing what gaps may exist in your current skill-sets and the need to develop career paths, development programs and/or training initiatives. * Career Development and Career Planning: Planning for the future and creating a development plan that recognizes employee’s interests, potential and growth is essential and can set you apart from your competition. * Career Pathing: Creating clearly established career paths within a given area allow employees a vision of progression as well as setting goals and expectations to strive toward. TIER ONE - PLANNING: * Competency Models and Performance Criteria - Establish competency models for each role within your organization with specific, well-define performance criteria for success that can be assessed, measured and evaluated regularly. This creates a solid basis for accountability as...
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... business management and new strategies sum up the focus of innovation in todays’ competitive changing world . Todays’ economy brings opportunities, moves quickly, and marks innovation as the only way to stay ahead of fast-moving developments and increasing competitive pressures. In their book “Innovation, The Five Disciplines for Creating What Customers Want” Curtis Carlson and William Wilmot (2006) provide a developed disciplined process of innovation. This paper will analyze challenges the business environment faces in developing new ways to lead, inspire creativity, innovation, and challenges in managing the evolving generational gaps in the workplace. Introduction For organization be successful in the current business world is not an easy task. A strong Corporate culture and efficient leadership is essential to face challenges that are presented by competitors and the changing environment. Todays’ organizations must keep themselves open to creativity and continuous innovation, not only to prosper but merely to survive in a world of disruptive change and increasingly stiff competition. These challenges usually make an organization engage itself into making crucial decisions and changes to stay competitive, innovative and be successful. Today’s work environment has different generational workgroups, the Babyboomers Generation X, and Generation Y. Each generation has been influenced by different life events which attributes to their differences in their expectations...
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...important aspects of good leadership include managerial decision-making and managing organizational change. The two are closely related, enough so that for one to be affective the other has to be just as successfully managed. A good leader possesses the quality of good managerial decision-making, learning from experience, creating change, diversity and creative decision-making (Hellriegel, 2011). A successful leader is also one who is organized in the process of change (Hellriegel, 2011). Today’s leaders have different challenges than managers of businesses from over a decade ago. New technology has helped coordinate structure more efficiently and improved cost performance (http://www.kmbook.com /change/). As recently as the 1980’s new stresses such as balancing with shareholders, narrowing down operating efficiency, working with world markets and an entirely new form of competition, have all increased the demand for leaders good decision making and creating organized change. The success of any business heavily relies on these two factors. One of the key factors in a successful manager managerial decision-making that relies on: learning from experience, creating change, diversity and creative decision-making (Hellriegel, 2011). Learning from experience is a vital piece of decision-making as it helps figure out what a business should and should not do again. Three pieces to this process include assessing certainty, risk and uncertainty (Hellriegel, 2011). When thinking...
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...21st Century Leadership Skills - Defined January 14, 2008 by Jeff Brunson A 21st Century Leader understands that if you want engaged employees, you must develop the individual. It is this understanding that leads the 21st Century Leader to a focus on self. Not a selfish focus - but a focus on self for the benefit of others. The Brunson Level II Coaching Program and the Brunson Leadership Development Program for Groups focus on the following key skills for Leadership effectiveness and organizational impact: 7 Skills for Leadership Confidence Personal/Professional Growth Management Skills Personal study and professional application is a must for you as a Leader in the 21st Century. How well you self assess and act on that assessment determines the quality of the goals you set and the effectiveness of your action plans. The impact you deliver is dependent upon how you integrate Leadership behaviors and implement on your strategies. Communication and Connection Skills How skillful a Leader communicates is a major factor of credibility. You must consistently communicate well one-on-one and in group settings. As Leaders, it is imperative that our communication is consistent and credible. We must be able to consistently create safety for dialogue and confidently confront issues. You approach performance management and succession management as key areas for consistent communication. Messaging Skills You are the message. Your Brand is the succinct version of that message. It...
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...& Stimulate The Five Learning Disciplines Conversation & Tacit Knowledge Communities of Practice Teams Is Your Team Really a Team? The Five Levels of Teamwork How Do You Build Team Performance? What Kind of Team Player Are You? The Four Stages of Team Development Turning People On To Teamwork Rethinking Teams Some Questions for Team Reflection Will that be Leadership or Management? Leadership & Learning Blogs-Websites Leadership & Management Books Videos: Leadership & Learning Social Media and Networking Books Social Media and Networking Blogs About the Author 1 2 3 11 15 17 17 19 22 24 27 28 30 34 35 41 42 44 45 47 48 Introduction The rapidity of change, stemming from technology, an ageing workforce and globalization, is growing, exerting pressure on organizations to adapt. Traditional workplace practices are being questioned by Generations X and Y. Issues such as employee engagement, leadership and management practices, virtual teams, distributed work and alliances with stakeholders are being viewed through a new lens. As an aid to help you in your work and learning journey, this resource guide contains a diverse selection of information sources on leadership, management, personal mastery, team learning and more. I’ve read most of the books that are mentioned and am familiar with the websiteblogs. The guide begins with a series of short articles I’ve written over the past few years. These are intended to assist you reflect on your personal learning and development, in addition...
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...is having sound understanding to determine and ability to articulate visions and goals. Leadership is in par with management, but takes on precedence for strategic management and long-term success. Strong organizations have strong leaders and managers. The utilization of organizational functions to meet business needs does not change between organizations; however, the way each function is carried out differs Definition There are many differences between managers and leaders. For example, leaders cope with change, while managers cope with difficult situations. Successful managers must possess many assets, one of which is leadership. The main purpose of a manager is to maximize the output of the organization through administrative implementation. In order to achieve this, managers must undertake the four functions of management: organization, planning, directing and controlling. One important part of directing is leadership. A manager must be more than a leader; he needs to have formal authority in order to be effective. “For any quality initiative to take hold, senior management must be involved and act as a role model. It is true that in some situations, single leadership is not necessary. Self-motivated groups may find leaders dominating rather than a single leader. During my last class at the University of Phoenix, there were three members, including...
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...with specific aspects of teaching and learning. Effective instructional leaders are intensely involved in curricular and instructional issues that directly affect student achievement (Cotton, 2003). The writer of this paper acknowledges that school principals should play the role of instructional leaders, not just a school manager. The reality is that are many demands on a principals time and management skills making it difficult for most of them to spend time in classrooms, when performing teacher evaluation. Principals often make sure that teachers have the opportunities for professional developments, since they themselves rarely have any time to directly affect their teacher’s growth. The approach of sharing instructional leadership with teachers can present some organization challenges. The writer understood from this course that Communication is critical in a principal’s job. A leader must be clear, consistent in communication with students, staff, parents and community which, is imperative to the role of a principal. Similar to the teaching and reinforcement of math and reading skills, policies, procedures, and expectations need to be taught, practiced, and reinforced to students and staff. The writer acknowledges that the reinforcement of policies and procedures with discussions regarding their purpose also helps in communicating expectations with students and staff members. When communicating with staff, technology provides leaders s with the tools and ease to communicate...
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