...WGU SAT2 Leadership Task 2 A. Leadership Style There are certainly several types of leaders, and both good qualities and bad qualities to every type. While I think most leaders cannot be pinned completely into any one label, my own personal leadership style most closely matches the participative style. The participative style of leadership lends itself toward collaboration within the group rather than dictatorship or authoritarian style leadership that makes firm decisions based on their own personal judgment. Generally, the authoritarian leadership style is considered to be the more traditional type. In the past most businesses operated under the assumption that there were not effective reasons to discuss decisions with staff before making significant changes. This rather militant style of operating businesses can be visualized as a top-down approach; decisions come from above and trickle to those below. This is mostly effective, but leaves the people on the bottom, oftentimes the ones actually doing the labor, with no voice about how to perform their daily work activities. Over time management concepts have evolved into modern techniques that rely more on listening to and understanding the needs of employees as more businesses realize how much more productive employees can be when they have some control in their team or work environment. I do feel that some leadership decisions can and should be made directly by the leader or manager in charge, as there is not always...
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...there is not enough time for everything we need to accomplish in a day. Some people equate being busy with being productive. The “pareto principle” states that 20% of what we do produces 80% of what we achieve. (SkillSoft, 2009) This means that we should be focusing our time on the 20% of the things that are most important and complete those tasks. If a leader applies good time management strategies to the way you work you should be able to spend more than 20% of your time on the important tasks that need to be completed. Managing the valuable commodity of time can improve both your professional and personal life. In order for a leader to really manage their time they need to answer these two questions: 1. How much time do I have? a. Determining how much time you have in a typical work day is based on whether you work 8 hours plus a lunch hour and the type of work being done. 2. How do I spend my time? a. How you use your time during the day can be difficult to know with so many variable tasks that we do each day. Tracking your time using a work log can help you determine how your time is spent each day. This section of the Leadership Handbook will outline several valuable ideas in two very important areas of time management: • How to record and analyze your time using time logs • Effective strategies to avoid wasting time Analyze Your Time with Time Logs Creating a time log can help you identify problem areas in the way you manage your time. The benefits of keeping...
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...Folio Task 2 Leadership and Emergency Response 1. A leader’s effectiveness is defined by their characteristics and qualities. To be an effective leader you must have qualities such as confidence, being positive and experience, just to name a few (See Figure 1). Qualities such as these are what make leaders successful and effective. (Figure 1) Confidence is one quality that I believe is a must, if a leader isn’t confident in what they are doing or saying how can they expect people to follow or believe them? If the group doesn’t have confidence in the ability or knowledge in the leader there wont be any trust created. Without any trust formed between the leader and the people he is leading situations such as non cooperation, arguments or negativity...
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...Ethical Audit Ethical Leadership C206 April 17th, 2015 Ethical Audit An ethical audit is important to establish the company’s current weaknesses and strengths concerning how it conducts itself in an ethical manner. An ethics audit will involve evaluating the company’s standard of ethic, it ethic climate, and how well the company’s employees follow ethical standards. One of the first things to evaluate in an ethics audit is if a company has a written code of ethics and how comprehensive it is. Moreover, the written code of ethics should apply to everyone in the company from the top down with a clear zero tolerance policy in place for ethics violations. Included in a comprehensive ethics code should be a method for evaluating and updating the code as on a consistent basis to include immediate updates when an issue is brought under attention due to an issue that has arisen. The review process might involve a committee that reviews the code of conduct along with corrective actions concerning any reported ethical violations. An audit may also look at how employees can report ethical violations such as a confidential phone line, or other confidential means an employee could use to voice concerns to bring them to the attention of the appropriate people within the company. An ethics audit might also review the company's ongoing efforts to encourage and maintain its stated ethics to all employees. Such effort might include posters in break rooms, ethics discussion in...
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...Fiedler's Contingency Theory of Leadership is regarded by many as the first situational theory of leadership. He broke with the behavioral theorists of leadership and hypothesized that their is no one right way for a leaders to behave in all situations. He went on to state that situations could be classified as most, moderately and least favorable to leadership based on three dimensions -- leader-member relations, task structure and position power. Fiedler's Theory of Leadership is more complex than the behavioral theories of leadership. He said in took a pretzel shaped hypothesis to explain a pretzel shaped world. One of the contributions of his theory of leadership was the idea that not one form of leadership is appropriate for all situations. He continued to view most people as having a predisposition to be either task or relationship-oriented as a primary style of leadership. In addition, he recognized that people had a secondary style of leadership which they could use in low stress situations. For task-oriented leaders, their secondary style was relationship-oriented. For relationship-oriented, the secondary style is to look for new challenges. To understand the situation, Fiedler said that the following three factors had to be considered: Leader-member relations - Degree to which a leader is accepted and supported by the group members. Task structure - Extent to which the task is structured and defined, with clear goals and procedures. Position power - The ability...
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...contingency model is a leadership theory of industrial and organizational psychology developed by Fred Fiedler (born 1922), one of the leading scientists who helped his field move from the research of traits and personal characteristics of leaders to leadership styles and behaviours. 1 Two factors 1.1 Least preferred co-worker (LPC) 1.2 Situational favourableness 2 Leader-situation match and mismatch 2.1 Examples 3 Opposing views 4 Summary Two factors The first management style, Taylorists, assumed there was one best style of leadership. Fiedler’s contingency model postulates that the leader’s effectiveness is based on ‘situational contingency’ which is a result of interaction of two factors: leadership style and situational favorableness (later called situational control). More than 400 studies have since investigated this relationship. Least preferred co-worker (LPC) The leadership style of the leader, thus, fixed and measured by what he calls the least preferred co-worker (LPC) scale, an instrument for measuring an individual’s leadership orientation. The LPC scale asks a leader to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well, using a series of bipolar scales of 1 to 8, such as the following: Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive .... 1 2 3 4 5 6 7 8 .... Guarded 1 2 3 4 5 6 7 8 Open The...
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...Diploma in Strategic Management and Leadership (QCF) | Unit 1 Developing Strategic Management and Leadership Skills | Student name | Assessor name | | | Date issued | Completion date | Submitted on | | | | | | Assignment title | Strategic Management and Leadership Report (1 of 1) | ------------------------------------------------- LO | Learning Outcome | AC | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | 1 | Understand the relationship between strategic management and leadership | 1.1 | Explain the link between strategic management and leadership | 1 | | | | 1.2 | Analyse the impact of management and leadership styles on strategic decisions | 1 | | | | 1.3 | Evaluate how leadership styles can be adapted to different situations | 1 | | 2 | Be able to apply management and leadership theory to support organisational direction | 2.1 | Review the impact that selected theories of management and leadership have on organisational strategy | 1 | | | | 2.2 | Create a leadership strategy that supports organisational direction | 2 | | 3 | Be able to assess leadership requirements | 3.1 | Use appropriate methods to review current leadership requirements | 3 | | | | 3.2 | Plan for the development of future situations requiring leadership | 3 | | 4 | Be able to plan the development of leadership skills | 4.1 | Plan the development of leadership skills for a specific requirement...
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...out from the crowd. | 1 | 2 | 3 | 4 | 5 | |I feel proud and satisfied when I influence others to do | 1 | 2 | 3 | 4 | 5 | |things my way. | | | | | | |I enjoy doing things as part of a group rather than achieving | 1 | 2 | 3 | 4 | 5 | |results on my own. | | | | | | |I have a history of becoming an officer or captain in clubs | 1 | 2 | 3 | 4 | 5 | |and/or organized sports. | | | | | | |I try to be the one who is most influential in task groups at | 1 | 2 | 3 | 4 | 5 | |school or work. | | | | | | |In groups, I care most about good relationships. | 1 | 2 | 3 | 4 | 5 | |In groups...
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...Diploma in Strategic Management and Leadership (QCF) Unit 1 Developing Strategic Management and Leadership Skills Student name Assessor name Date issued Completion date Submitted on Assignment title Strategic Management and Leadership Report (1 of 1) LO Learning Outcome AC In this assessment you will have the opportunity to present evidence that shows you are able to: Task no. Evidence (Page no) 1 Understand the relationship between strategic management and leadership 1.1 Explain the link between strategic management and leadership 1 1.2 Analyse the impact of management and leadership styles on strategic decisions 1 1.3 Evaluate how leadership styles can be adapted to different situations 1 2 Be able to apply management and leadership theory to support organisational direction 2.1 Review the impact that selected theories of management and leadership have on organisational strategy 1 2.2 Create a leadership strategy that supports organisational direction 2 3 Be able to assess leadership requirements 3.1 Use appropriate methods to review current leadership requirements 3 3.2 Plan for the development of future situations requiring leadership 3 4 Be able to plan the development of leadership skills 4.1 Plan the development of leadership skills for a specific requirement 3 4.2 Report on the usefulness of methods used to plan the development of leadership skills. 4 Learner declaration ...
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...The Situational Leadership Model Applied to the “Jeanne Lewis” Case The Situational Leadership Model is composed of three primary elements: 1. The amount of guidance and direction (task behavior) a leader gives 2. The amount of socio-emotional support (relationship behavior) a leader provides 3. The readiness level that followers exhibit in performing a specific task, function, or objective (Paul Hersey, 2001, p. 172). Follower readiness can be defined as the combined level of ability and willingness of a follower to accomplish a certain task (Paul Hersey, 2001, p. 175). Readiness is not dependent on personal characteristics such as age, values or traits. It is rather related to specific tasks or situations that the leader is looking to accomplish. People can be more or less ready to perform a specific task. Therefore, the leader has to change his leadership style in order to have the maximum effectiveness in leadership based on the level of readiness exhibited by the followers, in other words, the follower readiness determines the appropriate leader behavior. There are 4 levels of follower readiness: 1. Readiness level 1 (R1) where the follower is unable and unwilling or unable and insecure (lacks confidence). Followers at this level exhibit lateness in completing tasks, frustration, confusion and fear of failure. 2. Readiness level 2 (R2) where the follower is unable but willing or unable but confident. Followers at this level lack...
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...The Fiedler Model of Leadership Fred Edward Fiedler (born July 13, 1922) is one of the leading researchers in industrial and organizational psychology of the 20th century. He was business and management psychologist at the University of Washington.He helped this field move from the research on traits and personal characteristics of leaders, to leadership styles and behaviours. In 1967 he introduced the contingency modeling of leadership, with the now-famous Fiedler Contingency Model. Identifying leadership style: Fiedler believes that a key factor in leadership success is the individual basic leadership style.He created the least preferred co-worker (LPC) questionnaire to identify that style by measuring whether a person is task or relationship oriented. The LPC scale asks a leader to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well, using a series of bipolar scales of 1 to 8, such as the following: Inefficient | 1 2 3 4 5 6 7 8 | Efficient | Uncooperative | 1 2 3 4 5 6 7 8 | Cooperative | Hostile | 1 2 3 4 5 6 7 8 | Supportive | Unpleasant | 1 2 3 4 5 6 7 8 | Pleasant | Guarded | 1 2 3 4 5 6 7 8 | Open | | | | ….. | 1 2 3 4 5 6 7 8 | ….. | Unfriendly | 1 2 3 4 5 6 7 8 | Friendly | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | A high LPC score suggests that the...
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...ASSIGNMENT 2 BRIEF |Qualification |BTEC Level 5 HND Diploma in Business | |Unit number and title |: Working with and Leading People | |Assignment issued | |Assignment submission | | |Assessor name | | |Assignment title |Leadership Observation and Reflection | | |Scenario: | | |Leaders are made, they are not born. We can learn much from observing their behaviors as well as reflecting from | | |our own experiences. In this assignment, you can choose from following options: | | |Option 1: Reflecting on your own leadership experience. It can be your team work at school or any other activities | | |in which you have led others to fulfill a particular task(s) or objective(s)...
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...Leadership trait theories attempt to explain distinctive characteristics accounting for leadership effectiveness. Behavioural leadership theories attempt to explain distinctive style used by effective leaders to define the nature of their work. Behavioural research focus on finding ways to classify behaviour that facilitate our understanding of leadership. Both behavioural and trait theories attempt to find one best leadership style in all situations. In 1960s, leadership paradigm shifted to contingency leadership theories. Contingency leadership theory attempt to explain the appropriate leadership style based on the leaders, followers, and situations. In mid-to-late 1970s, the paradigm began to shift to the integrative. Integrative leadership theories attempt to combine the trait, behaviour, and contingency theories to explain successful, influencing leader-follower relationship. CONTIGENCY LEADERSHIP THEORIES Fred E. fiedler Contingency leadership model is used to determine if a person is task or relationship- oriented, and if the situation matches the leadership style to maximize performance. Framework: -determine the dominant leadership style(task/relationship) -determine situational favourableness. The degree in which a situation enables the leader to exert influence over the followers. Three variables to determine the favourableness. 1. leader-member relations 2. task structure.(the more structure the jobs are, the more favaourable the situation). 3. position...
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...The Right Stuff No two people are the same. Everyone has their own dreams and aspirations, strengths and weaknesses, fears and dreams. What can motivate one person may not appeal to the next, and vice versa. Imagine coaching a high school basketball team. Each member has a position and is responsible for certain tasks, like setting up the offense, rebounding, setting picks, etc. To get the team to practice and play hard, and to execute the game plan, the coach has to motivate the team. Although they may all have the same goal of winning, their motivation can be as varied as the personalities. Some of the players may be playing to attract college scouts in order to earn scholarships for college, others may be motivated by the prestige or popularity that being on the team brings, or they simply love the sport and want to play it as much as they can. Whatever the motivation, the coach has to be aware of each player and what drives them to keep them motivated to put forth their best effort on the court. This awareness of his players will determine the type of game plan the coach implements, using his team’s strengths to the fullest. Not all coaches utilize the same methods to motivate their players. For example, when Phil Jackson was an NBA coach, he was called “The Zen Master” because he uses a cerebral approach to coaching. He relied on his relationship with the players and motivated them in more subtle ways. Rarely would you see him yelling at the players and officials...
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...Week 3 LEADERSHIP This third lecture focuses on the discussion if leadership is one of the most important factors for high performing organisations. The different (hierarchical) levels of leadership, different styles of leadership, and the effectiveness of these styles will be addressed. Furthermore, the professional background of leadership will be discussed. Burke This article focuses on the relationship between specific leader behaviours and team performance outcomes. Team leadership Functional approach: leaders main job is to do whatever is not being adequately handled for group needs. Within this approach the leader is effective to the degree that he/she ensures that all functions critical to task and team maintenance are completed. Team leadership = dynamic process of social problem solving through generic responses, categorized as (Fleischman): 1. Information search and structuring (to inform leader, used to decide upon course of action during 2.) 2. Information use in problem solving 3. Managing personnel resources 4. Managing material resources Hackman: not on leadership functions, but on identifying condition that leaders can create to facilitate team effectiveness. * teams must be real (team task, boundaries, specified authority) * have compelling direction (challenging, clear and consequential) gained from first two leadership functions above * an enabling structure (core conditions) Leaders manage personnel resources...
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