...What is Leadership? Leaders are people who do the right thing; managers are people who do things right.– Professor Warren G. Bennis Leadership is the art of getting someone else to do something you want done because he wants to do it.– Dwight D. Eisenhower The word "leadership" can bring to mind a variety of images. For example: • A political leader, pursuing a passionate, personal cause. • An explorer, cutting a path through the jungle for the rest of his group to follow. • An executive, developing her company's strategy to beat the competition. Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to "win" as a team or an organization; and it is dynamic, exciting, and inspiring. Yet, while leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way. In this article, we'll focus on the process of leadership. In particular, we'll discuss the "transformational leadership" model, first proposed by James MacGregor Burns and then developed by Bernard Bass. This model highlights visionary thinking and bringing about change, instead of management processes that are designed to maintain and steadily improve current performance. Note: Leadership means different things to different people around the world, and different things in different situations. For example...
Words: 1476 - Pages: 6
... The more empowered the worker becomes, the more enabled she feels, which, in turn, allows her to explore ways to increase efficiency in her job. Increases Contentment Empowerment can give a sense of contentment to an employee. Knowing that management believes a worker can direct himself allows that person to relax. When you do not micromanage the staff member, his sense of peace in the workplace increases and that makes the job more enjoyable for him. According to Entrepreneur, an employee who has a supervisor constantly monitoring him will not take responsibility for his own work. He can never grow and will display only minimal effort. The happier an employee is the more likely he is to want to work and to perform at a high level. Creates Valued Mindset When you empower employees to direct themselves, you let them know that you trust their abilities and decisions. The employees thus feel valued by you and by the company as a whole. This appreciation and respect translates to good work habits and the willingness to do above and beyond what is required. Empowered employees frequently strive to excel in areas, including customer service, which is essential to your company's profits. Facilitates Team Building A staff full of workers who are given the authority to self-direct their work will likely work better together. These employees will enjoy coming together as a team on projects in which they each know they can contribute their own ideas and skills. Give your employees...
Words: 1092 - Pages: 5
...A Comprehensive Discussion on the Similarities of Change as Discussed in The Heart of Change and Organizational Behavior and Management Webster University Introduction A famous Greek philosopher, Heraclitus, once said, “Change is the only constant.” That can be said of business too. “Business as usual” is no longer the world of the eight to five workday, Monday through Friday with the safety net of cornering the market place in the selected region. As Thomas Friedman’s bestselling book “The World is Flat” states due to globalization and advances in technology, “the world is on a level playing field, where all competitors around the globe have equal opportunity to compete,” in a global market that historically and geographical has been impossible several decades ago (The World Is Flat ). In light of this, the authors of “The Heart of Change”, John Kotter and David Cohen (2002) and “Organizational Behavior and Management” textbook by Ivancevich...
Words: 2625 - Pages: 11
...a Strategic Direction Visions and Values Paul Olk, Peter Rainsford, and Tsungting Chung ncreased globalization and the incorporation of many new information technology (IT) tools have enhanced the need for top management to set a clear strategic vision for a company. As market demands and the ability to communicate globally encourage companies to continue to expand into new geographical and product markets—and as they also enter into long-term buyer-supplier relationships or contract out activities previously conducted internally—companies are spread more thinly. This creates a challenge of how to coordinate all of the activities conducted around the globe and by partner organizations. While sophisticated software programs (e.g., enterprise resource planning [ERP]) or intranet capabilities enhance internal communication, these are not adequate. Establishing and maintaining a consistent strategic direction for the company begins with setting a clear vision for the company. A strategic vision provides multiple benefits to a company. First, it presents a broadly shared sense of organizational direction and purpose. Direction is needed because few organizations have achieved greatness by being all things to all consumers. To instill a purpose, most successful companies achieved their leadership position by adopting a vision far greater than their resource base and competencies would allow (de Kluyver & Pearce, 2002; Hamel & Prahalad, 1989). A vision also provides a framework...
Words: 5450 - Pages: 22
...the leadership style of the leader. For example an autocratic leader will be less likely to employ a rational persuasion or inspirational appeal because these types of leaders maintain more rigid views of how leadership should be. These types of leaders might be more apt to apply pressure or threats as a means of persuading followers (Rusaw, 2003). In the same framework of leadership democratic leaders might be prone to using rational persuasion or consultation approaches to persuading followers. Regardless of the type of leader there are several components of persuasive leadership which leaders must possess in order to be effective. There are four components of leadership which create effective persuasion. These components include: Building trust, Credibility, Common ground, and Compelling position (Casteen, 2004). Building trust is one of the most important aspects of persuasion. A leader will have little influence over followers if he or she cannot instill a level of trust. Public leadership necessitates building trust in order...
Words: 1066 - Pages: 5
...Skills & Management Skills: What makes become such a sucessfull leader? What kind of leadership skills that Steve Jobs has? We think, the following 3 key traits of leadership skills may be the corrent answer: 1. The ability to articulate the visionSteve Jobs Portrat Photo 2. The right kind of ambition 3. The ability to achieve the vision 1) The ability to articulate the vision Can the leader articulate a vision that’s interesting, dynamic, and compelling? More importantly, can the leader do this when things fall apart? More specifically, when the company gets to a point when it does not make objective financial sense for any employee to continue working there, will the leader be able to articulate a vision that’s compelling enough that the people stay out of curiosity? I believe that Jobs’ greatest achievement as a visionary leader so far was a) getting so many super talented people to continue following him at NeXT, long after the company lost its patina; then b) getting the employees of Apple to buy into his vision when the company was weeks away from bankruptcy. It’s difficult to imagine any other leader being so compelling that they could do these back-to-back and this is why we call this one the Steve Jobs attribute. 2) The right kind of ambition Andy Grove once remarked that a company needs highly ambitious executives in order to achieve its goals. However, it’s critical that those executives have “the right kind of ambition”: ambition for the success...
Words: 780 - Pages: 4
...we did all the things we are capable of doing, we would literally astonish ourselves” – Thomas Edison Self development commitment to continuous expansion of our capacities and potentialities for destiny actualization. Self development is a lifetime exercise. A dynamic life is fired by vision Purpose – reason why one exists. Everybody has a purpose Vision – discovery of ones purpose Vision – compelling mental picture of a glorious future Get a magnificent obsession for a compelling future – Anthony Robins • Vision is the key to inspiration • Vision is essential for direction • Vision is necessary for achievement • Vision is necessary for discipline • Protector from the tyranny of d argent Myths about Vision 1. only for men at the top Secrets of Academic Excellence – Patrick A. Edemo • your purpose (essence) preceded your existence • your purpose determines your design • your potential predicts your purpose • your passions indicate your purpose Desires when properly harnessed, is power Vision is the discovery of one’s purpose Mission – actual steps taken to achieve this vision or the implementation / practical application of your vision OBSTACLES TO REALIZATION OF ONE’S PURPOSE • you (through indiscipline) • others • natural occurrences Habakkuk 2:1 SELF IMPROVEMENT STRATEGIES “So many of our dreams at first seem impossible then they seem improbable, and then when we summon he will they seem inevitable”...
Words: 533 - Pages: 3
...Leadership and Corporate Culture What is Leadership? What is Leadership? Ability to persuade others to do things for the good of the organization make difficult decisions make unpopular decisions deliver results create long-term commitments Why is the Leader Important to An Organization? Why is the Leader Important? Establishes vision Develops and implements strategies Allocates and controls resources Chooses key employees Shapes culture Affects organizational performance Projects image to the public Levels of Leadership (Jim Collins, HBR, Jan. 2001) Highly capable individual Contributing team member Competent manager Effective leader – catalyzes commitment to and vigorous pursuit of a clear & compelling vision, stimulate high performance Executive – builds enduring greatness through humility and professional wills What are the Leadership Traits of Highly Productive Organizations? Leadership Traits of Highly Productive Organizations Attention to details Highly ethical and moral Embracing simplicity & disdain for waste Long-term focus Humility Coaching leadership style Trust and believe in others Management Practices That Work (Nohria, et al., HBR, 2003) Primary Strategy, Execution, Culture, Structure Secondary (Two of Four) Talent, Leadership, Innovation...
Words: 880 - Pages: 4
...Creating a Compelling Vision February 4, 2013 Author Note This paper was prepared for Perspectives in Change Leadership B6027 taught by Professor XXXX. Abstract A vision is a set of dreams, ideals, and aspirations. Organizations have implemented vision statements into their strategic business plans to provide the direction and purpose of their future. This paper will reflect my role as a leader of the University of Missouri-College of Veterinary Medicine. I will create a vision statement, supporting values statement, and a communication plan to deliver to the stakeholders; providing brief summaries of each key along the way. Creating a Compelling Vision A Review of the Organization The University of Missouri-College of Veterinary Medicine is located in Columbia, MO. We are the only College of Veterinary Medicine in Missouri; established in 1844. We offer a DVM (Doctor of Veterinary Medicine) program for students interested in pursuing a career in the veterinary field. The program starts with students spending two years in classroom and lab work, then two years of full-time clinical training. The college offers educational services and operates the Veterinary Medical Teaching Hospital. The teaching hospital serves several functions for the school. It provides services for small animals, equine and food animal for Columbia resident pet owners and farmers in the surrounding areas. The teaching hospital...
Words: 1133 - Pages: 5
...success for a company as it has described the method of reinvention to satisfy corporate needs to be achieved through experience and discovery in the critical situation where company’s were fallen flat by the lack of integration and to have a fresh change that make the employee to work. It also focuses on combining companies and corporate visions for function operations. This book was very insightful in the area of teaching senior and top management skills and qualities that need to be possessed to be a successful company. The core competencies are not product specific but some exceeding resources and patience of single business unit create more options in the market. Business needs involving continuous leverage of core competencies with major contribution at all level of management for building and nurturing sophisticated, and more positive, and strategic architecture as a high-level blueprint for the reconfiguring of the interface with customers. As strategic intent is strategic architecture’s capstone but it’s an ambitious and compelling strategic intent that provides the emotional and intellectual energy for the journey. They are trying to create ambitious aspiration for the future and all in its importance. Gary Hamel and CK Prahalad emphasize that companies are focusing now and not concerned about the future companies to come. Companies were in risky situation if they do not change their ways and adapt to popular ways of the industry. Strategizing is the key to keeping customers...
Words: 827 - Pages: 4
...this guide covers a lot of ground and is a long read (3,000 words) you may want to check out the table of contents below for some quick jumping around. And if you want to read more high quality articles please sign up for email updates and never miss another post. Want to read something shorter? Visit our related post: The Heart of Change. Or download the ebook of this article from our member resources section. Table of Contents * Successful Change Management * Kotter’s 8-Step Change Model for Leading Change * Creating a Climate for Change * Increasing Urgency * Building the Guiding Team * Getting the Right Vision * Engaging and Enabling the Organisation * Communicate for Buy-in * Empower Action * Create Short-term Wins * Implementing and Sustaining Change * Don’t Let Up...
Words: 3013 - Pages: 13
... 5. Self-esteem – The Degree to which an individual likes or dislikes himself or herself. Believe that they possess more of the ability they need to succeed at work. 6. Self-monitoring – the ability to adjust behavior to external situational factors. High self-monitors adapt easily and are capable or presenting striking contradictions between public personal and private selves; low self-monitors tend to display their true feelings and beliefs in almost every situation. 7. Risk propensity –A willingness to take chances, characterized by rapid decision making with the use of less information. HOW DO YOU FOCUS ON NEEDS? 8. Hierarchy-of-needs theory – A theory of Abraham Maslow that states that satisfied need no longer creates tension and therefore doesn’t motivate. Maslow belived that the key to motivation is to determine where an individual is along the needs hierarchy and to focus motivation efforts at the point where needs become essentially. DO SUPERVISORS FOCUS ON THE NATURE OF PEOPLE 9. Theory X – Theory Y – A theory a of Douglas McGregor That a Supervisors view of human nature view of human nature is based on a certain grouping of assumptions and that he or she tends...
Words: 722 - Pages: 3
...Chapter 9 Charismatic and Transformational Leadership Chapter 9 Learning Outcomes • • • • • • • • • • • • • Describe personal meaning and how it influences attributions of charismatic qualities. Briefly explain Max Weber’s conceptualization of charisma. Describe the behavioral qualities that differentiate charismatic from noncharismatic leaders. Explain the locus of charismatic leadership. Discuss the effects of charismatic leadership on followers. Describe the characteristics that distinguish charismatic from noncharismatic leaders. Discuss how one can acquire charismatic qualities. Explain the difference between socialized and personalized charismatic leaders. Distinguish between charismatic and transformational leadership. Explain the difference between transformational and transactional leadership. Explain the four phases of the transformation process. Explain the basis of stewardship and servant leadership. Define the key terms listed at the end of the chapter. 2 Charismatic and Transformational Leaders • Often have a more heightened sense of who they are • Seem to have a clearer picture of their personal meaning or purpose in life sooner • Seek to actualize their personal meaning through leadership 3 Personal Meaning • Is the degree to which people’s lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment • Is the “work–life balance” ...
Words: 3582 - Pages: 15
...Change leader should have?? Power: to legitimize change Pain: Personal Stake, Commitment and ability to support change Vision: Total in-depth view Performance Management: Ability to reward/confront Sacrifice: Pursue change despite personal price Effective change leaders do? Embrace change when it’s needed Communicate effectively Develop a vision for change. Shake things up by challenging status quo and encouraging others to do the same Stay Actively Involved by walking the walk and being visible about it. Direct, Review Implementation of change - continued participation - never done attitude. Be in position to notice and coach. Three Stages is in Change. UNFREEZING Create a sense of urgency – offer a compelling reason why change is needed Form a coalition with enough power to lead the change Create a new vision to direct the change, and strategies for its achievement Communicate the vision throughout the organization CHANGE/ MOVEMENT Empower others to act by encouraging risk-taking and creative problem-solving Plan for, create, and reward short-term “wins” that move toward the new vision Consolidate improvements, reassess changes, and make adjustments REFREEZING Reinforce the changes, show relationships between new behaviors and success Model of Change. ASSESS CHANGES & SHIFTS ENVIRONMENT, ORGANIZATION, DEPARTMENT FIND PERFORMANCE GAPS SIGNIFICANT? MOTIVATED TO ACT? DIAGNOSE ORGANIZATIONAL PROBLEMS...
Words: 325 - Pages: 2
...person influences the behavior or actions of other people in an organizational context. It is a dynamic two-way process of leading and following that can affect both individual and organizational performance. For example ,a leader can influence the interpretation of events, the choice of objectives and strategies, the organization of work activities, the motivation of people to achieve the objectives, the maintenance of cooperative relationships, the development of skills and confidence by members and the enlistment of support and cooperation from the people outside the group or organisation Leadership in an organizational role involves: (1) Establishing a clear vision, (2) Sharing that vision with others so that they will follow willingly, (3) Providing the information, knowledge, and methods to realize that vision, and (4) Coordinating and balancing the conflicting interests of all members or stakeholders LEADERSHIP AND STRATEGIC MANAGEMENT Leadeship is mostly connected with how the work should be done by the people and strategic management is mostly with what the work should be done by the people.when good leadership is combined with effective management,you can set a direction and be able to manage the resources the way you want,not only that you will arise to your destination the way you have planned and wanted it. The key to business success largely depends on two main factors, good leadership and effective management. Leadership and management are both...
Words: 1394 - Pages: 6
