LEADERSHIP 1

PLEASE ANSWER THE 2 ESSAY QUESTIONS 500 WORDS EACH IN APA FORMAT- PPT ATTACHED FOR EACH QUESTION.

1. Write a brief essay comparing and contrasting leadership and management. Also, share one personal example where both were applicable to a situation.

Your response should be at least 500 words in length. PPT Chapter 1

2. Do you think one’s leadership style is fixed and remains the same throughout the lifespan of a career, or is a leader’s style adaptable and contingent upon the situation? Support your opinion by using the contingency models covered in this unit.

Your response should be at least 500 words in length. PPT Chpt 3

Chapter 1

What Does it Mean to be a Leader?

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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives

Understand the full meaning of leadership and see the leadership potential in yourself and others

Recognize and facilitate the six fundamental transformations in today’s organizations and leaders

Identify the primary reasons for leadership derailment and the new paradigm skills that can help avoid it

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Learning Objectives

Recognize the traditional functions of management and the fundamental differences between leadership and management

Appreciate the crucial importance of providing direction, alignment, relationships, personal qualities, and outcomes

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Learning Objectives

Explain how leadership has evolved and how historical approaches apply to the practice of leadership today

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Exhibit 1.1 – What Leadership Involves

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Leadership

Influencing others to come together around a common vision

Multidirectional

Noncoercive

Reciprocal in nature

Involves creating change

Qualities required for effective leadership are also needed to be an effective follower

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Leadership

Effective followers are:

Self thinkers who do assignments with energy and enthusiasm

Leaders are:

Committed to the common good rather than self-interest

Firm in their beliefs

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Exhibit 1.2 – The New Reality for Leaders

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Management and Vision

Attainment of organizational goals in an effective and efficient manner through:

Planning and organizing

Staffing and directing

Controlling organizational resources

Management

Picture of an ambitious, desirable future for the organization or team

Vision

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Exhibit 1.3 – Comparing Management and Leadership

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Source: Based on John P. Kotter, A Force for Change: How Leadership Differs from Management (New York: The Free Press, 1990) and ideas in Kevin Cashman, Lead with Energy, Leadership Excellence, (December 2010) :7; Henry Mintzberg

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Theories of Leadership

Leadership was conceptualized as a single Great Man who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities

Great man theories

Leaders had particular traits or characteristics that distinguished them from non-leaders and contributed to success

Trait theories

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Theories of Leadership

Leaders’ behavior correlated with leadership effectiveness or ineffectiveness

Behavior theories

Leaders can analyze their situation and tailor their behavior to improve leadership effectiveness

Known as situational theories

Emphasized that leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation

Contingency theories

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Theories of Leadership

Examined the influence processes between leaders and followers

Charismatic leadership – Influence based on the qualities and personality of the leader

Influence theories

Focused on how leaders and followers interact and influence one another

Transformational leadership and servant leadership are two important relational theories

Relational theories

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Exhibit 1.4 – Leadership Evolution

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Fatal Flaws That Cause Derailment

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Failing to meet business objectives because of too much time promoting themselves and playing politics, a failure to fulfill promises, or a lack of hard work

Performance problems

Being insensitive, manipulative, critical, and not trustworthy in relationships with peers, direct reports, customers, and others

Problems with relationships

Not learning from feedback and mistakes to change old behaviors

Defensive, unable to handle pressure, and unable to change management style to meet new demands

Difficulty changing

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Fatal Flaws That Cause Derailment

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Poor management of direct reports

Inability to get work done through others

Not identifying and hiring the right people

Difficulty building and leading a team

Inability to work effectively or collaborate outside their current function

Failing to see big picture when moved into general management position over several functions

Too narrow management experience

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Exhibit 1.6 – Learning to Be a Leader

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Source: Based on “Guidelines for the Apprentice Leader,” in Robert J. Allio, “Masterclass: Leaders and Leadership—Many Theories, But What Advice Is Reliable?” Strategy & Leadership 41, no. 1 (2013): 4–14.

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.