...Leadership and Ethical Decision-Making INTD670-1202B-01 Phase 1 DB 2 Leadership, Management, and Ethics Professor Cynthia Roundy CTU Deborah Lam May 21, 2012 As the new leader and compliance officer with ECG I want to go over and discuss how a leader and a manager are different, and a definition of what a leader is and what a manager is. This document will also cover the responsibilities and accountabilities are for a leader and how the new leader will impact ECG. A manager is someone who is in leads of a certain group of tasks, or a certain part of a company. They usually have workers who report to them, (Business Dictionary.com, 2012). A leader is someone who influences a group of people towards the success of a goal and a person who goes first and leads by example so others will decide to follow them, (Vtaide, n.d.). The words leadership and management are considered to be different by diverse people. Some people see these words and most of the time use them interchangeably in conversations. Some people view them as being opposites; so much, that they would argue that you can’t be a good leader and manager at the same time. While other people stay in the middle and believe that there is a difference between the two, with the knowledge a person can be a good leader and a good manager, (Ricketts, n.d.). The roles of leadership and management activities in a company are subtly different...
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...accomplish the difficult feat of driving results even where they do not have formal direct control or authority over resources. Achieving more growth through greater innovation, searching for new business opportunities across customer segments and leveraging best business practices to improve operational efficiency demand that leaders know how to work across organizational boundaries. Whether it’s across national boundaries or across teams, leaders will need to collaborate. This article will focus on the skills that leaders will need to develop if they are to collaborate successfully in the years ahead. GETTING TO THE ROOT OF COLLABORATION CHALLENGES The vast majority of participants in Hay Group’s recent global Best Companies for Leadership survey indicated that their organizations have become flatter and more matrixed. Individuals may be assigned to work on different project teams and report to multiple managers. The advantages can be huge — new innovations, increased sharing of information and better capacity to solve complex problems. And yet the more matrixed organizations become the greater the challenges in making lines of authority and accountability clear. Decisions can take longer and the costs for bringing people together can add to a company’s bottom line. In addition, the skills required...
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...Chatterjee The document contains the entire interview transcript of my discussion with Albert Hauger,VP Supply Chain. It also contains a short summary of my overall experience of the interview and learnings Pinaki - What in your opinion are the most important characteristics of a great leader and please share some thoughts about your most admired leader Pinaki - What in your opinion are the most important characteristics of a great leader and please share some thoughts about your most admired leader ALBERT: I believe great leaders have integrity and strong personal values which act as their moral compass and keeps them unwavering and let them live their life by those values. They focus on doing what’s right, practice servant leadership and have a purpose driven life. It’s not about you only but about others and I believe if you have integrity, and a purpose driven life, people want to follow you. Great leaders also have a high standard and they constantly strive to be the best in the world. They constantly learn. In today’s world, if you stop learning, you become obsolete faster than equipment. Among the leaders that I admire a lot is my father, a man of integrity. He was dying of cancer, and one day after he had chemotherapy wand we were returning home, he stopped to pull out weeds in the ditches as he thought cars around the corners would not be able to see the ditch as they took the turn. He was always concerned about others and had a huge impact on...
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...Chapter 1 (1) Instead of an individual’s status or title, it is his/ her Leadership Point of View (LPV) that determines a leader; furthermore, it will be too late for people to start building their LPV after they sit in leadership positions; (2) Different from points of view (POV) of a follower, a bureaucrat, an administer or a contrarian, the LPV requests an individual to be capable to see what needs to be done, to understand all the underlying forces at play in a situation, and to have the courage to initiate action to make things better; (3) To develop the leadership, the first thing that needs to be done is in yourself (“managing energy in yourself” or “self-leadership”). By constant studies, practices and active learning, people can obtain the capability to tell strategic stories; they can also attempt to overcome the fear of rejection (FoR) through balancing listening to others’ opinions and being confident of their owns. These points are recognized important due to the following notions. First, it breaks the stereotype that people’s views reply on their positions and manifests the possibility and necessity for juniors to build up their own LPV. Second, it offers critical procedures and guidelines on how to facilitate with the LPV for achieving effective leaderships. Moreover, it emphasizes the significance of self-leadership prior to motivating others. Comparing with motivating other, self-leadership, characterized by active study and self-cautious, is a more fundamental...
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...Participative Leadership: Strengths and Weaknesses The simple act of making decisions is an essential task leaders must perform effectively to succeed. Behavioral theories of leadership focus on how leaders approach a situation and whether they dictate orders or involve others to encourage support. Research into decision-making behavior has identified three broad categories of leaders: autocratic, democratic, and laissez-faire (Changing Minds, 2011). This paper will focus on these behavioral theories of leadership, primarily concentrating on participative leadership. An autocratic leader tells employees what to do and how to do it. On the opposite extreme, a laissez-faire leader allows employees to make their own decisions with little leader involvement. In the middle lies participative leadership where the leader includes employees in the decision-making process and lets them take part in determining what to do and how to do it (Big Dog & Little Dog's Performance Juxtaposition, 2010) . My preferred leadership style is participative leadership, confirmed by a 30-item leadership style self-assessment focused on leadership style beliefs (Big Dog & Little Dog's Performance Juxtaposition, 2010). I identify least with a laissez-faire leadership style as my organization expects leaders to be more intimately involved in most matters. In addition, I feel the need to be involved and am not comfortable completely relinquishing control, at least for important matters. I strongly...
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...Ford Motor Company Alan Mulally, CEO, Ford Motor Company Kwatila Ghanyen Prof. Mike Petty BUS 520: Leadership and Organizational Behavior Strayer University Wednesday November 16, 2011 Alan Mulally, CEO, Ford Motor Company Allan Roger Mulally is the present Chief Executive Officer of Ford Motor Company. Ford has been struggling to survive since the 2000s but has regained tremendous profitability under the leadership of Mulally. In this paper, we shall discuss the role of leadership and how it can impact organizational performance, Mulally’s leadership style at Ford and how goal setting has helped Ford improve performance. Ws shall also assess Mullaly on each element in communication openness and the effectiveness of his leadership style and conclude by making recommendations on whether Mullaly should continue with his leadership style or use a different style. The Role of Leadership and How it Can Impact Organizational Performance Leadership is very vital to any organization or business; it guides people towards productive results and aims at achieving the goals of an organization. An effective leader is able to motivate and influence followers when there is a proper alignment between the leader and subordinate. Leadership has been recognized as a major factor in project success and charismatic transformational leadership has a substantially positive effect on organizational performance. (Huang, Hsu & Chiau, 2011) Leaders induce change in organizations through...
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...Reaction to Stress and Change Management often has a deep reaction to changes that requires some flexibility and being able to adapt to overcome. This type of behavior that management puts forth will help enhance their employees to do the same. Cross-training is also very important for employees when a merger and acquisition is occurring. Control Issues Managers must create a blended culture. A good manager will focus on areas within their control which will make them more successful during the major transition so it is very important for the manager to control their emotions. For the implementation of a merger and acquisition, employee buy- in is very important. Focusing on the position changes “Leaders set the tone for the culture and for how relationships are going to unfold in the combined organization. Therefore, leaders need to be sensitive to cultural issues from the initial dialogue with the target organization. It is easy to get off on the wrong foot” (DiGeogrio, 2002). “Employees and managers are brought into a circle where the employees and managers from one organization pairs with employees and managers from their other organization. Using these best experience ideas from these positive interactions serve as seeds for new departmental formulations and organizational designs” (Morrison, 2000). Working Together Managers will have success by using communication, commitment and engagement with their employees. The manager's role is to interact...
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...Walking the Talk: an Article for Critical Eye Archie Norman, the former CEO and Chair of the supermarket chain ASDA, left a haunting image when he spoke at a conference last week. He compared the store visits he engineered with those of ASDA's previous CEO. In the latter, a fleet of large cars would arrive at the Supermarket door and out would step 5, 6 or more senior executives. The store manager would be waiting patiently at the door. Hands would be shaken and the entourage would sweep down the aisles of the store. 'Hi, what do you do? You enjoy working here?' and then off to the next visit with a passing: 'tidy up that main display' to the manager on the way out. By contrast, Archie would go alone, park in the far corner of the car park, leaving the near spaces to shoppers who were spending money. He left his jacket in the car and walked unannounced into the store. He'd chat to customers: 'what do you like?', 'what could we do better?', 'thanks for shopping here' and to the staff: 'What's the best thing about working here? And the worst?' and finally he would talk to the manager, maybe over a coffee in the canteen. 'What can I do to make your life easier?' 'How's business?' A final walk round the store, maybe with the manger, then off to the car park to write any action notes to himself before setting off for the next visit. The point was not about the need to 'press the flesh' or be visible: it was how you got a realistic picture of what was going on and actually do...
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...DuPont Leadership Influence DuPont problems relate to the organizations employee safety and the environment, Intersect Investments problems for the organizations relates to profit loss and customer dissatisfaction. The leadership of both originations has to find a solution to become more popular in the public eye. Leadership is defined as “a social influence process in which the leaders seek the voluntary participation of subordinates in an effect to reach organizational goals” (Kreitner & Kinicki, 2003, p. 595). DuPont’s leaders in the past have participated in the leadership roles of some unethical tactics regarding the safety of employees. DuPont in the past has had “a miserable environmental health and safety record, and in the past has frequently run afoul of occupational safety laws and has deliberately concealed medical records identifying that several workers were suffering from illness related to asbestos exposure” (Corporate Watch, 2002, p. 2.) Being fine thousands and thousands of dollars by the Environmental Protection Agency (EPA) and the Occupational Safety and Health Administration (OSHA), the company has implemented training programs for the leaders and managers to ensure the safety of employees. Unclear Goals and Miscommunication DuPont over the years have been fined for the pollution of the environment by the EPA and OSHA for chemical spills, lack of employee safety and pollution. DuPont has spent millions of dollars in campaign advertisements...
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...RENAISSANCE LEADERSHIP Transforming Leadership for the 21st Century J. Martin Hays and Choule Youn Kim THE AUSTRALIAN NATIONAL UNIVERSITY Key Words: |Leadership |Management Education |Future Trends | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities...
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...Proposal Edward D. Williams HRM/531 – Human Capital Management August 16, 2010 Professor Susan Frear Submitted for your approval is a request for change in our present company structure. Our objective is to streamline cost, increase productivity and improve the quality of life of our present and future employees. Through this restructure we will evenly distribute work responsibilities thereby more effectively sharing the work load. This move is necessary if we are to expand and compete with other companies in our industry. Our present setup is too narrow in its focus and scope. It does not allow for the potential growth and expansion of our business. For us to grow we must plan and make changes to our existing management and leadership structure. The following changes are hereby requested: 1. The elimination of in-store Wine Stewards at each location. We will reduce that position down to one Wine Steward who will rotate from store to store. That individual will also train store management and general staff at each store on the basics of wine nuances and selection. They will hold wine information and training sessions held at our locations and open to the public. This will create the potential to attract new clients to our facility and gain new customers. 2. The elimination of the in-store specialist position. Each department will receive training on their particular specialty. For example, the meat department will be trained on preparation and cuts of all types...
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...The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow John C. Maxwell “If you can become the leader you ought to be on the inside, you will be able to become the person you want on the outside. People will want to follow you. And when that happens, you’ll be able to tackle anything in this world.” 1 1. Character: Be a Piece of the Rock “Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence.” ~ Bernard Montgomery, British Field Marshal What must everyone know about character? Actions are the Real Indicator of Character n Talent is a Gift, but Character is a Choice n Character Brings Lasting Success with People n Strong Character is the Foundation on which to Build Success n 2 2. Charisma : The First Impression Can Seal the Deal “How can you have charisma? Be more concerned about making others feel good about themselves than you are making them feel good about you.” ~Dan Reiland, Vice President of Leadership Development, INJOY “When it comes to charisma, the bottom line is othermindedness. Leaders who think about others and their concerns before thinking of themselves exhibit charisma.” ~John C. Maxwell 3 3. Commitment: It separates Doers from Dreamers n n n n To the boxer, it’s getting off the mat one more time than you’ve been knocked down. To the marathoner, it’s running another ten miles when your strength is gone. To the...
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...main value propositions: Skills, Networks, and Brand. Skills These include the "hard skills" of economics, finance, marketing, operations, management, and accounting, as well as the "soft skills " of leadership, teamwork, ethics, and communication that are so critical for effective management. MBA students acquire these skills inside and outside the classroom. Since MBA programs attract people from very diverse industries and cultures, a program should be able to leverage these differences and translate them into learning opportunities. Networks An MBA degree program offers access to a network of MBA students, alumni, faculty, and business and community leaders. This network can be very useful when beginning a job search, developing a career path, building business relationships in your current career, or pursuing expertise outside your current field. For example, entrepreneurs need access to capital, business partners, vendors, and clients. Arts-related businesses need access to funding and strategic management in order to position themselves to be relevant in the marketplace. Global businesses need access to local business cultures as they expand their enterprises to new territories. Brand The MBA degree is a recognized brand that signifies management and leadership training. The particular school and type of MBA program you attend also have brand associations that can help open doors based on the school's reputation. The strength of a school's brand is based on the...
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...I. Problems A. Macro 1. Project team is not functioning fast enough and not turning out results 2. Team morale/Friction within the group 3. Communication B. Micro 1. Macho manager syndrome 2. No effective leadership qualities 3. Inability to learn from team-building exercises/Takes the retreat as a joke II. Causes 1. Leadership style of John 2. Wants to be ‘head hancho’/Has flippant attitude towards exercises 3. Jokes about serious matters/Points to reason for failure 4. Lack of respect for team members, their feelings and efforts III. Systems Affected 1. Structural – John is no longer with the team; Addition of Ryan to get the team motivated 2. Psychosocial – Team members feel non-important; Leadership style of John was non-motivating; Lack of respect for efforts and lack of recognition for when efforts are made 3. Technical – The inability of John to lead the team probably led to the misuse of current technology and missed opportunities for new technology 4. Managerial – Pressure from upper management to get results; John did not respond appropriately and joked about serious matters; Lack of leadership was causing problems in the group 5. Goals – Group has not met goals in the two years that John was project manager; Addition of Ryan to get team on the right track and moving at a faster pace IV. Alternatives 1. Remove John – This has already happened 2. Split the group and assign to other tasks – This will allow the members to function properly within a...
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...UNIVERSITI UTARA MALAYSIA [pic] MASTER OF BUSINESS ADMINISTRATION Individual Assignment Case Study on Turning Around a Failing Business Organisation Name : Kiritharan a/l Subramaniam Matric no. : 804610 Course Title : Leadership in Organization Course Code : PMN 6043 Lecturer : Dr. Fais Ahmad Semester: June 2009 Somedicians are not for sale Today, the SOMEDICIANS are all smiles as their financial year end is drawing near. They are more than sure to arrive beyond the financial destination set and agreed almost a year ago, in the light of a gloomy year faced with the global economic downturn and its effect on the pharmaceutical industry at home. Today, undoubtedly, they hold their heads high as they sail through the financially turmoiled year with extraordinary success in term of progress and profitability. This is the same group of people who were stressed to the limit when the company was at the verge of being sold two years ago. They were worried of a post acquisition merger which could lend them jobless as the pharmaceutical industry has witnessed time and again throughout the many years. The mere thought of being jobless while faced with family and financial commitment chilled them through their bones. Future seemed so bleak with the company and their financial livelihood was at stake. Well, it’s all over now, something resulted in the company being turned around and full throttled towards its vision to be the ‘Premier Specialty Healthcare...
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