...economic activities of the state.The skilled manpower turned into economic resourses of the state.The unskilled people are considered as the burden of of the state.the skilled people are called human resource .such type of people can acquire or produce resources.This is the productivity of man.The more personal productity is increased,the more the country wioll be productive. Pre conditon Creating skilled Manpower(Humam Resource): Leadership Leadership means vision, cheerleading, enthusiasm, love, trust, verve, passion, obsession, consistency, the use of symbols, paying attention as illustrated by the content of one's calendar, out-and-out drama (and the management thereof), creating heroes at all levels, coaching, effectively wandering around, and numerous other things. Leadership must be present at all levels of the organization. It depends on a million little things done with obsession, consistency, and care, but all of those million little things add up to nothing if the trust, vision, and basic belief are not there. (Haapaniemi, 2006) Leadership is more than just being confident that you can manage a number of people and make them follow your lead. Each one of us influences at least ten thousand other people during our lifetime. Hence, the question is not whether we can influence these people, but in what manner shall we influence them.[1] 2. Background of The study A Leader is a person who rules or guides or inspires others. In past a leader was a boss. Today’s leaders...
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...Arthur G. Jago University of Missouri—Columbia Leadership depends on the situation. Few social scientists would dispute the validity of this statement. But the statement can be interpreted in many different ways, depending, at least in part, on what one means by leadership. This article begins with a definition of leadership and a brief description of 3 historically important theories of leadership. The most recent of these, contingency theories, is argued to be most consistent with existing evidence and most relevant to professional practice. The Vroom, Yetton, and Jago contingency models of participation in decision making are described in depth, and their work provides the basis for identifying 3 distinct ways in which situational or contextual variables are relevant to both research on and the practice of leadership. Keywords: participation, situational leadership, normative models, contingency theory T he term leadership is ubiquitous in common discourse. Political candidates proclaim it, organizations seek it, and the media discusses it ad nauseum. Unfortunately, research on leadership has done little to inform these endeavors. As Bennis and Nanus (1985) have noted, Literally thousands of empirical investigations of leaders have been conducted in the last seventy-five years alone, but no clear and unequivocal understanding exists as to what distinguishes leaders from nonleaders, and perhaps more important, what distinguishes effective leaders from ineffective...
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...Journal of Management and Social Sciences Vol. 5, No. 2, (Fall 2009) 180-194 The Role of Leadership in Human Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan Akbar Ali * Dean, Multi Disipline, Degree Program NUST, Karachi ABSTRACT The fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani leaders at public...
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...as a healthcare quality professional, if you want to improve the way you lead, it is important to understand the concepts and ideas behind great leadership and push yourself to improve your own leadership abilities. One way to do this is by learning about the theories and ideas behind great leadership. By empowering yourself first through knowledge, then through role modeling, it will help you empower others so that the organizational goals can be met. Leaders develop the structure of their practice and interpret their role to others. A leader should initiate actions of many different kinds including planning and organizing work, guiding and evaluating others, calling meetings, mobilizing support systems, risk taking, and confrontation. The leader should use the basic skills of problem solving, critical thinking, and communication to carry out performance improvement effectively. Teamwork and group development are very important in performance improvement. Tuckman and Jensen identified five stages of group development. Each stage has a characteristic emotional climate, group behaviors, and specific tasks. These include forming, storming, norming, performing, and adjourning. The role of the leader is very important to group dynamics. Different leader actions are appropriate for each of these stages (Tappen R.M.1986). Leadership actions should vary depending on the phase of group...
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...The Role of Leadership in Managing Partnerships In the case study, Managing the Partnership: Leading an Innovation Team – the Importance of a Positive, Persuasive, and Collaborative Approach (2010), authors Vijay Govindarajan and Chris Trimble start off with the story of Aetna’s Laurie Brubaker. The case study tells of her leading her team to success in the previously unexplored market of individual health insurance plans. The interesting thing about Laurie’s team is that they are comprised of a somewhat of blended family model; utilizing both a squad of direct reports who were dedicated solely to this new project and also calling on the strengths and resources of the Performance Engine. With Brubaker at the helm, these two groups collaborated to form a dream team of sorts leading Aetna to tremendous growth in a previously untapped market. The article uses this and other examples to illustrate the importance of leadership in the merging together of innovation teams (dedicated staff) and the Performance Engine (shared staff.) The article also sheds light on some challenges specific to this type of partnerships. Effective leaders like Brubaker are able to use their wits and their tools to navigate these challenges and lead their teams to the promise land of successful innovation and gain or maintain competitive advantage in their respective fields. Peter Andrews, a consulting faculty member of the IBM Executive Business Institute wrote of what it takes to lead innovation...
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...Executive Summary The aim for this thesis is to answer the problem statement: How do national cultures influence leadership styles? To give an answer to this question, this thesis is divided into three parts: leadership, national culture and the connection between them. The conclusion of this thesis is based on analytical and exploratory research. The first part, on leadership, focuses on mainly two types of leadership: transactional and transformational leadership. Transactional leadership is mainly based on the transaction between leaders and their followers. Bass described four components of transactional leadership: Contingent reward, Active management by exception, Passive management by exception and Laissez-Faire leadership (1997). Transformational leadership focuses mainly on inspiring and stimulating the followers. Transformational leadership contains also four components: Idealized influence (Charisma), Inspirational motivation, Intellectual stimulation and Individualized consideration. The second part focuses on different studies on national culture: Hofstede (1983), Schwartz (1990) and Inglehart (1997). Each study has different values and dimensions, both all three studies show some similarities. The first similar dimension contains: Hofstede’s Power distance, Schwartz’ Hierarchy versus Egalitarianism and Inglehart’s Survival and measures the degree to which the people in a national culture accept and expect the unequal distribution of power. The second similar dimension...
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...Byrd (2014) discovered that working in a leadership position is a legitimate part that incorporates a specific measure of force or impact inside of an association. Prevalently European Americans hold these sorts of positions (Byrd, 2014). Byrd highlighted that African American women thought to be regulated from leadership positions based on their gender, race, and social class. European Americans undermine African Americans women in leadership positions in the workplace. Byrd expressed that European Americans use their privileges to overrule and control the actions of African Americans in the workplace. Despite the fact that the numbers of African American women leaders in prevalently European American organizations is increasing, there is still a huge disparity and...
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...RoJournal of Management and Social Sciences Vol. 5, No. 2, (Fall 2009) 180-194 The Role of Leadership in Human Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan * Akbar Ali Dean, Multi Disipline, Degree Program NUST, Karachi ABSTRACT The fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani...
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...THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP HND Business Level 5 21rd June 2012 THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP AC2.1: Leadership Styles Introduction Concisely, leadership refers to the process through which a person manages to influence others in a coherent and cohesive manner so that they can accomplish a certain objective. Leadership practice depends on four factors namely leader, followers, communication, and situation. To a certain extent, leadership practice is closely related to management but there are certain differences that set the two organisational necessities apart. In the traditional thinking present in all organisations, leadership separates the roles of a manager from those of a leader. The rationale behind this is that managers are people who operate under control; they administer through focusing on already existing structures and systems. However, there must be a balance between both management and leadership demands for the optimal survival of any organisation. Both leaders and managers are vital for the positive performance and success of an organisation. Leadership skills model a way forward while management skills enable arriving at a set target. This means that striking a balance between leadership and management demands in an organisation requires an effective leader to carry good management skills and similarly, an effective...
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...90 Credit Diploma in Uniformed Public Services Unit 2, Assignment 1: Different Leadership Styles in the Uniformed Public Services A leadership style is how the task is approached while motivating and instructing a team. Without an effective leader the completion of the goal is reduced. Leadership Styles The authoritarian leader tells people how they want things done without discussing it with others. This style is commonly seen used in services such as the Army, where a strict role of discipline is expected from soldiers under higher commands. In war, there is no time to think so a set task can help prevent deaths and mistakes. It also helps newer recruits know what to do when they need to. Authoritarian leadership is useful when working with time restraints and deadlines. These leaders often keep their team motivated which allows jobs to be finished quickly and effectively and allows the best equipped to be making decisions. However, it may lead staff to feel unappreciated and angry. This style can also prevent staff from developing their own initiative. Communications can break down and in the long run the employees can lose their drive for the job. The democratic leader encourages people to be part of the decision making process. The leader is still in control, however, this leadership style allows others to use their personal experiences and expertise to help the team. An example of this style could be at a community meeting with the public; they bring forth...
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...THE ROLE OF LEADERSHIP IN ORGANIZATIONAL CHANGE Introduction In the recent past, the global business environment has become turbulent characterized by a number of rapid changes. Senior and Swailes (2010) posit that “there is a relationship between the level of environmental turbulence and forces for change”. This has placed hyper-competitive demands for organizational change where organizational leaders are faced with the experience and challenge of whether they have an option when it comes to change (Boston 2000). However; despite the importance for organizational change, Durant (1999) notes that 60% - 70% of all organizational change projects fail with tremendous cost implications to the organizations in resources, time, money, etc. This has given rise to growing concerns at this time when change has become a norm in the life of organizations as a strategy for competitiveness and sustainability in response to the business environment (Connor et al 2003). Durant (1999) posits that one of main reasons for failed organizational change projects is linked to the role of leaders in organizational change. It is no doubt that organizational change involves complex and challenging change processes; thus, the imperative role of leadership been noted as key in addressing the complex and challenging issues of organizational change (Kennedy 2000). Senior & Fleming (2006) in discussing the role of leadership in organizational change posits organizational leader...
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...The Role of Leadership in Shaping Organizational Culture Paetha Michele Thompson Walden University The Role of Leadership in Shaping Organizational Culture Organizational culture is viewed as the “glue” that holds companies together or the foundation the company is built on. According to Schneider, Ehrhart, and Macey (2013) they stated, organizational culture may be defined as “the shared basic assumptions, values, and beliefs that characterize a setting and are taught to newcomers as the proper way to think and feel, communicated by the myths and stories people tell about how the organization came to be the way it is as it solved problems associated with external adaptation and internal integration” (p. 362). To further define, BusinessDictionary.com (2015) defined organizational culture as, “the values and behaviors that contribute to the unique social and psychological environment of an organization”. Leaders must have the ability to establish a culture in which the company is respected in society, and it is through the use of leadership the culture of the organization is passed to employees and the customers it serves. Diversity is another important factor of culture as having a diverse group allows for a variety of ideas to ensure innovation. Kapoor (2011) found it difficult to provide a clear definition of diversity, however she made clear the importance of remembering the cultural context of the organization and the society within which the organization exists to...
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...ABSTRACT Evidence is presented to support that organizational performance can be enhanced through ethical leadership. An ethical corporate culture has been associated with trust, commitment to quality, customer satisfaction, employee commitment, and financial performance. There is an opportunity for managers to take a proactive approach to incorporating ethical concerns into strategic planning. In addition, there has been public policy support for top management to be responsible for organizational ethics. Academic researchers can assist by investigating the relationship between ethical leadership and organizational performance variables. The Role of Ethical Leadership in Organizational Performance There is increasing support that it is good business for an organization to be ethical and that ethical cultures emerge from strong leadership. The rewards to organizations supporting ethical cultures include increased efficiency in daily operations and decision making, employee commitment, product quality improvements, customer loyalty, and improved financial performance (Ferrell, Maignan, and Loe 1999). Three different approaches are used by companies to implement ethics initiatives. Through compliance an organization can use internal controls to gain ethical conformity. Organizations may use ethics in public relations to enhance their reputation and gain extra media attention. A third, more committed approach involves using a value-based philosophy...
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...The Role of Leadership in Shaping Organizational Culture Douglas E. Kronk Walden University Abstract Leadership’s role in shaping a healthy organizational climate has many facets. Both leadership and organizational culture are difficult concepts to define, as many researchers have chosen to define each in various ways. For the purposes of this paper, I examine leadership as a process that guides both leaders and followers to a common goal, that being a shared culture that binds the members together in a healthy and productive climate. I present several leadership factors that play an important role in shaping a healthy organizational culture. The Role of Leadership in Shaping Organizational Culture One of the most critical roles of a leader is to create and maintain a healthy culture in his or her organization. This needs to happen at all levels of an organization, so the responsibility rests with all levels of leadership, from the most senior executives down to the first line supervisor. Culture represents the organization’s personality and has a critical influence on both employee satisfaction and organizational success. While every organization has a culture, it is often misunderstood by the members of the organization due to various interpretations between departments or divisions, both laterally and hierarchically. While some variation may be necessary to meet business demands in larger organizations, it is important for all organizations, both large...
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...Leadership Roles 1 Leadership Roles in a Small-Group Project Merlla McLaughlin Professor Bushnell Communications 102 February 22, 2004 Source: Andrea A. Lunsford (Bedford/St. Martin’s, 2004) Leadership Roles 2 Abstract Using the interpersonal communications research of J. K. Brilhart and G. J. Galanes, as well as that of W. Wilmot and J. Hocker, along with T. Hartman’s Personality Assessment, I observed and analyzed the leadership roles and group dynamics of my project collaborators in a communications course. Based on results of the Hartman Personality Assessment, I predicted that a single leader would emerge. However, complementary individual strengths and gender differences encouraged a distributed leadership style, in which the group experienced little confrontation. Conflict, because it was handled positively, was crucial to the group’s progress. Source: Andrea A. Lunsford (Bedford/St. Martin’s, 2004) Leadership Roles 3 Leadership Roles in a Small-Group Project While classroom lectures provide students with volumes of information, many experiences can be understood only by living them. So it is with the workings of a small, task-focused group. What observations can I make after working with a my peers on a class project? And what have I learned as a result? Leadership Expectations and Emergence The six members of this group were selected by the instructor; half were male and half were female. By performing the Hartman Personality Assessment (Hartman, 1998)...
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