...Rodalina A. Titan BECOMING THE BOSS By Linda A. Hill This Article shows how supervisors can help newly promoted managers transition into the role. It is very helpful in a ways of being effective leader for both individual and the organization. The article was justified clearly through many examples and explanations given that really give clarification on differences of what is myth and reality. For a decade and a half, the author has studied people—particularly star performers—making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time. But the transition is often harder than it need be because of managers’ misconceptions about their role. Those who can acknowledge their misconceptions have a far greater chance of success. For example, new managers typically assume that their position will give them the authority and freedom to do what they think is best. Instead, they find themselves enmeshed in a web of relationships with subordinates, bosses, peers, and others, all of whom make relentless and often conflicting demands. “You really are not in control of anything,” says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes—some of them in areas outside their purview—that will enhance...
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...BUSA414 - Understanding Organizations Through People Assignment 3: Personal-Learning Implementation Plan Values, Culture & Work-Life-Balance – Bringing Learnings to Life By Jonathan D Jensen March 22, 2015 This paper explores concepts and understandings of three topics from BUSA514 course material, and an implementation plan detailing initiatives to apply learnings on three topics both personally and organizationally. The three topics addressed in this paper are, Values, Organizational Culture, and Stress/Work-life balance. Each topic including, actions for implementation, will be discussed in turn. Values Values are standards or principles of behavior that an individual or corporation professes to be important and to live by. They set a standard of conduct. Corporate values, as defined by Van Lee, Fabish, & McGaw, (2005), are “a corporations institutional standards of behavior.” (P3.). A clear set of values can act as a moral compass. Society believes that individuals, corporations should adhere to a certain standard of behavior, but how does a corporation’s adherence to its values influence business performance? According to Val Lee et al., “the majority of companies have difficulty connecting values to operational results” (p10). Values can be somewhat intangible, making it difficult to measure a return from them – “Return on Values” (ROV). Despite apparent challenges in measuring ROV, most companies today strongly believe in “The Value of Corporate Values”...
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...2.0 LITEREATURE REVIEW The purpose of this study was to examine leadership behaviours especially Ethical Leadership as it impacts the third sector organizations’ performance. This chapter is comprised of reviewed literature regarding leadership, ethical leadership and the third sector organisations. Specifically, this chapter will be broken down into (a) Leadership (b) leadership behaviours (c) ethical leadership in the Third Sector (d) Organisation Performance (e) the impact of ethical Leadership in the third sector’s performance. 2.1 LEADERSHIP Leadership is one of the world’s oldest preoccupation. The understanding of leadership has figured strongly in the quest for knowledge (Bass 1990). Purposeful stories have been told through the generations about leaders’ competencies, ambitions, and shortcomings; leaders’ rights and privileges; and the leaders’ duties and obligations. A review of relevant literature has uncovered many different definitions of leadership. Leadership remains one of the most relevant aspects of organizational context (Nwokocha 2011). For more than five decades ago, the term leadership has been a researchable topic. Mostly, the research work focuses on issues of quality of leadership, ability of a leader, or leadership effectiveness, or leadership styles (Daft 2008, Bass 1990, Erez et al 2001 & Yukl 2006) Stogdill (1974, p. 259) stated that “ there are almost as many definitions of leadership as there are persons who have attempted to define...
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...Prima este también me puedes ayudar, es una presentación de power point, son solo diez laminitas, el diseño es como quieras. Contenido | Comentarios | 1. Lámina 1 | Nombre del curso Nombre del trabajo Nombre del estudiante Fecha de elaboración | Usted determina el nombre que va a tener su presentación en función del impacto que quiera causar en el auditorio y que sea representativo de todo el contenido | 2. Lámina 2 | La idea básica que resume y da la perspectiva de la naturaleza del tipo de liderazgo que usted considera el más adecuado para lograr una gerencia exitosa | Puede ser una idea formulada por usted mismo (sería deseable) o una idea tomada de un autor (en este caso, debe poner al pie de la idea el nombre del autor) El título y diseño de la lámina queda a su elección | 3. Lámina 3 | Dos recomendaciones esenciales que usted da para lograr el liderazgo de sí mismo como punto de partida | El título y diseño de la lámina queda a su elección | 4. Lámina 4 | Dos tipos de habilidades básicas que debe desarrollar alguien que quiera ejercer una gerencia exitosa | El título y diseño de la lámina queda a su elección | 5. Lámina 5 | Dos conductas esenciales que debe exhibir un líder gerencial | El título y...
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...Transactional and Transformational Leadership in the Work Place In the following paper I will discuss what transactional and transformational leadership are. I will also provide examples of how each of these leadership styles plays a role in the workplace. James McGregor Burns first introduced the concept of transforming leadership; he established two concepts “transforming leadership and transactional leadership” (Burns, 1978). According to Burns (1978) the transforming approach creates a compelling change in the life of people and organizations. It creates a new way of perceptions and values. For employees, it changes their expectations and ambitions. Bernard M. Bass developed the concept of Burns’ work. He used the term transformational rather than transforming. He explained the personality traits that influence transforming and transactional leadership. He also added on to Burns’ work by explaining how transformational leadership could be measured and how it impacts follower motivation and performance (Bass, 1985). A commonly used survey called “the Multifactor Leadership Questionnaire (MLQ Form 5X)” is used to measure each component of the full range leadership. The transactional leadership style is a style which is more concerned with keeping the status quo. The transactional leaders use various incentives and power to motivate employees to perform to their best ability. These leaders tend not to see the long term in strategically guiding an organization; they...
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...ANSWERING WRITTEN RESPONSE QUESTIONS CPA PROGRAM AND PRACTICE MANAGEMENT EXAM SEMESTER 1 2014 Overview The exams for the following segments include a combination of multiple-choice questions and written response questions: Ethics and Governance Financial Reporting Global Strategy and Leadership Malaysia Taxation Practice Management Singapore Taxation (written response questions only) Strategic Management Accounting Written response exam questions are designed to assess your knowledge and understanding of key concepts, and your ability to apply these concepts to a set of case facts and scenarios. Provided below are guidelines to assist you in answering written response exam questions. Allow sufficient time to answer the questions The exam outlines the suggested time allocation for the multiple-choice and written-response sections. Check your exam structure document for the marks allocated to each written response question. You can use this information to calculate how much time to spend on each question. For example, if a question is worth 10 marks out of 80, you would spend 1/8 of the three hours and 15 minutes on this question, or approximately 25 minutes. Once this time has elapsed, move on to the next question. Similarly for the multiple-choice questions, if you don’t know the answer, move on. If you have time left at the end of the exam, you can come back to finish any incomplete questions or select an answer for a multiple-choice question. Read...
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...Kotter, John P. "Leading Change. Why transformation efforts fail", Harvard Business Review, January 2007, pp 92-107 HSN O T H E T E S T S F A L E A D E R 8 H S TS F 1995 ultimate test of a leader no busrness Editors Note: Gulding changemay be the itself' But' human nature betng survives over the long term if it can't reinvent resistedmighttly by the people it most what it is, fundamental changeis often leading change is both affects: thosetn the trenchesof the business'Thus' absotutelyessentialand incredibly difficult change better of organizatronal Perhapsnobody understandsthe anatomY P Kotter'Thisarticle' professorJohn than retiredHarvard Business School prevtewedKotter's1996book Leadtng of spring 1995' in originallypubtished the a factors f rom establishtng sense of ergnt criticalsuccess Change.lt outlines ("lhe wins' to changtngthe culture to e\traordinarY urgencY, creating short-term famitiarwhen vou read it' in pan way we do things around 6srs") lt will feel becauseKotter'svocabularyhasenteredthelexiconandinpartbecauseit containsthekindofhometruthsthatwerecognize,immediately'asifwe'd work on leadtngchange remains alwaysknown them.A decadelater, his definitive. Change Leading Efforts whyTransformati0n Fail theydo them do businesses eightthingsr ight( and y w L e a d e r s h o su cce ssfu l ltra n sfo rm in t h e r i g h to r d e r). by John P.Kofter I L l lt I DECADE,have watched more than loo THEPAST ...
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...Individual project: MGT 680 Student Name: Goal: Developing a thorough understanding of theories by applying a motivation theory and a leadership theory to a popular movie. Movie choice (Indicate option on pull-down menu): Path Goal Theory: Identify the four behaviors used by leaders (according to this theory) and the situations under which each behavior should be used: Behavior 1: Directive Leaders - directive leadership is defined in its name. The leader's followers require direction and expect to hear from the leader regarding how they carry out their duties. For this type of leadership to be effective, typically the followers are working within an environment that is ad-hoc and unstructured. An example of a directive leader would be a yoga teacher. As the leader, he/she is in charge of directing the students on what to do next (especially in a first-time class). Behavior 2: Supportive Leaders - supportive leadership takes place when the leader creates an environment that is friendly and free from encumbrances that the other leaderships defined within this section hinder. It's proven that this leadership style is most effective within that are mentally challenging. An example of a supportive leader would be a Major League Baseball pitching coach. As the leader, he/she is in charge of calming the pitchers nerves and mind when on the mound. Behavior 3: Participative...
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...Leadership Styles and Their Consequences D. D. Warrick University of Colorado This article discusses leadership style theories and offers an integration of the theories by describing the typical characteristics, philpsophy, skills, and consequences associated with each major style. Then an experimental exercise is offered that portrays the major styles and the productivity and satisfaction each i s likely to produce. Finally, a debriefing is presented that helps interpret the exercise and integrate the style theories with contingency theory. Importance of Leadership Style Few leaders understand the full significance of how influential their leadership style is on the performance and satisfaction of their employees. Leaders control both interpersonal and material rewards and punishments that often shape employee behavior and influence an employee’s performance, motivation, and attitude. They can affect an employee’s self-image and resulting potential in either a positive or negative way by being supportive, fair, and encouraging, or unsupportive, inconsistent, and critical. In addition, they can even affect an employee’s health and energy level by creating a stimulating work climate or one filled with tension and fear. The influence of a leader’s style reaches greater proportions as the effects on individuals begin to have a cumulative effect on group performance. There are no doubt variables other than a leader’s style that affect employee performance and satisfaction...
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