...LAS2027 Rethinking Leadership: new realities and new contexts Elaine Azzopardi Becoming a leader is no easy feat. It depends partly on the person and largely depends on the followers. Make an evaluation of leadership emergence from the followers’ perspective. Use relevant theoretical frameworks to explain the phenomenon and use a famous personality to illustrate the various aspects you discuss. To become a Leader is not easy you have to struggle a lot and you have to deal with people that try to bring you down. It is up to you that you have to deal with them, try to demonstrate that you can do it or give up. To become a good leader you have to be very determinate, problem solver, able to work as a team, be an example for your people and especially always be there for them. The more effective the leader will be the more the company successful become. The first thing that gives good advantage to a leader is that he/she will be there to lead them. Leaders who have good relationships with their followers will have high levels of mutual trust, respect and confidence. When the leader is negative his followers will have a less trust in him/she. If the leader will be positive then will have good relationship with his team and the company will have positive results. Great man theory the trait approach leadership the key of unbeaten leaders. All the way through this move towards decisive leadership personality could be out-of-the-way...
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...As the knowledge of the human mind and his behavior continue to grow, social sciences are becoming increasingly influential within the organizational setting. It is in the best interest of managers to apply this knowledge to increase efficiency in the organization. It takes many years of research and observation for organizations to change the way they apply new methods but ultimately they adapt to new findings from the social sciences. Mr. McGregor describes the evolution of management concepts in the last century by contrasting the conventional view that he called “Theory X” and the new and more progressive theory that he calls “Theory Y”. Several authors noted that “McGregor's landmark book, The Human Side of Enterprise (1960) changed the path of management thinking and practice. Questioning some of the fundamental assumptions about human behavior in organizations” (Kopelman, Prottas, & Davis, 2008). Theory X assumes that the role of management is to organize the different elements of the firm including money, materials, equipment, and people with the purpose of making a profit. Theory X also assumes that management should control and modify people’s behavior in order to motivate them. According to McGregor the average man is lazy and lacks motivation, therefore it is the manager’s responsibility to control employees through “coercion and threat (usually disguised)” in order to keep them in line (McGregor, 2011). When practicing the theory X, one may choose to apply a hard...
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...and Support of Human Capital: Case Study Analysis of Whole Foods What role, if any, does McGregor’s Theory Y play at Whole Foods? Explain? The primary focus of this case study analysis shall be to examine the methods of Whole Food’s distinctive approach and development to the implementation of creative management strategies and how they can continue to successfully help them to maintain growth in their company. The underscoring premise of McGregor’s Theory Y primarily rest on the assumption that that the role of management is develop the potential of their employees and help them to realize their potential to meet the common goals of their organization (Steward, 2010). With this underlining thought in mind McGregor’s Y Theory plays an intricate and crucial role at Whole Foods. According to our textbook, Organizational Behavior, by Robert Kreitner and Angelo Kinicki, and the company’s primary mission directives, Whole Foods goal is for upper management to share the responsibility with their frontline managers in the development of a successful work environment (Kreitner & Kinicki, 2013, p. 30). Whole foods promotes their employee teams to be self-directed and take initiative and responsibility for operating together for the benefit of their entire business organization. To this end John Mackey, Cofounder and Co-CEO of Whole Foods Market promotes through the application of McGregor’s Theory Y the happiness and growth of all employees within their organization. Through the...
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...1.2. LEADERSHIP THEORIES – FROM GREAT MAN THEORY TO TRANSACTIONAL THEORY A review of the leadership literature reveals an evolving series of 'schools of thought' from “Great Man” and “Trait” theories to “Transformational” leadership (see table). Whilst early theories tend to focus upon the characteristics and behaviours of successful leaders, later theories begin to consider the role of followers and the contextual nature of leadership. * Great man theories. This theory is based on the belief that leaders are extraordinary people, born with innate qualities, destined to lead by nature. The utilization of the term 'man' was made by purpose since until the latter part of the twentieth century leadership was thought of as a concept which is primarily male, military and Western. This first approach led to the next school of Trait Theories. * Trait theories - The lists of traits or qualities associated with leadership exist in abundance and continue to be produced. They draw on virtually all the adjectives in the dictionary which describe some positive or virtuous human attribute, from ambition to zest for life. * Behaviourist Theories - These concentrate on what leaders actually do rather than on their qualities. Different patterns of behaviour are observed and categorised as 'styles of leadership'. This area has probably attracted most attention from practising managers * Situational Leadership - This approach sees leadership as specific to the situation in which...
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...1. Which are the four personal skills most likely to be required of leaders? Can they be learned, or must a leader be born with them? A: The four personal skills that leadership requires are, persuasion, influence, social skills, and coaching. Most leaders must acquire, learn, and polish their skills. They do so by working at self-improvement, observing and studying effective leaders, obtaining useful feedback, and carefully analyzing their employees and the situations in which they do their jobs. 2. Some people have suggested that the four components of emotional intelligence are best developed in a particular order, as illustrated in the numbered quadrants in Figure 7-1. Explain why this order makes sense. A: This makes sense because one must be able to monitor and regulate their own emotions, before trying to understand another being’s feelings or emotions. You’re able to look at the situation from several perspectives and can develop an understanding in how to meet those needs of each individual. 3. As a supervisor of the catalog section of a direct-mail house, Mary has come to believe that without her close supervision, employees in her department would never get their work done. Which of McGregor’s assumptions about employees at work does Mary’s view represent? A: McGregor’s assumptions from Theory X (the average human being has an inherent dislike of work and will avoid it if possible, and because of this human characteristic of dislike of work...
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...The times are upon us when brilliant leadership is confounded. Leadership is defined by McShane et al. (2012) as influencing, motivating and enabling others to contribute to the effectiveness and success of the organisations of which they are members. Having leadership is essential to any organization and by leading will there be motivation and staff can look upon the leaders to strive together towards the organizational goals. One of the most important aspects to a successful leader is having the appropriate traits. As the saying goes, ‘The clothes make the man’ where having the right traits will than make a capable leader whom employees can get inspiration from and in turn performing efficiently in the organization. The common leader traits as exhibited by good leader is having a high drive, desire to lead, honesty and integrity, self-confidence, able to analyze and make subtle decisions and having substantial amount of knowledge for business (Linstead et al. 2009). From these, we can develop and practice the correct traits in trying to achieve success as an effective leader. As a leader, we can apply the right theories to an organization so as to better manage it and to accomplish tasks efficiently. McGregor’s Theory X and Y where people under the theory X can be rewarded or punish in accordance to promoting performance whereas under theory Y is where employees exercise self-control and motivation towards tasks (Kopelman 2008). This way as a leader, we can apply rewards...
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...2015 Stephen Richard Ashmore Premier Foods 22/10/2015 Unit 5013V1 - Leadership practice Table of Contents Introduction 2 Scenario 2 Task 1 3 Task 2 7 Task 3 9 Task 4 11 Referencing 14 Bibliography 15 Introduction This unit is about being able to define and show an appreciation for key leadership principles in setting and communicating organisational direction, and the application of leadership styles in the achievement of organisational objectives. It is also about being able to differentiate between the leadership and management aspects of a job role and show an understanding of how these are integrated to enable effective performance Scenario Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario:- You are a manager, leading a department in a medium sized company. You have responsibility for setting direction, motivating and inspiring the team and individuals, and for co-ordinating workload and outputs. For this assignment I will predominantly be using examples and methods from my organisation unless otherwise asked by the assignment brief. Task 1 The Function of a Management Role The function of a management role is to complete set tasks and goals so as to make the best use of all use all the resources available in the most efficient way. The general five functions of...
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...Part 1 The Theoretical assumptions of management Chapter 1 Management and scientific knowledge Douglas McGregor asks to tune ears while listening to managerial meeting to extract assumptions about human behavior. Response to managerial decisions is by blaming. McGregor states that there is no prediction without theory and all managerial decisions rest on assumptions about behavior. He also suggests that social sciences will develop a predictive capability comparable to that of physical sciences. Though the fields of management science, organizational science and decision science have progressed substantially since 1960, including important work about biases in human judgment, optimization of complex networks, the scientific advances about the fundamental nature of human beings at work remain indefinable. Chapter 2 Methods of influence and control McGregor, a seminal thinker, states that power to influence others is not a function of amount of authority one can exert. It is a function of the appropriate selection of the means of influence that the particular situation demands. He also points out that with a modern society of interdependence, influence, much more than authority, is central to success. Supporting examples: fields of communications and negotiations Generalizations:- Man is a wanting animal – as soon as one of his needs is satisfied, another appears in its place. This process is unending. It continues from birth to death. Man continuously puts forth effort/work...
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...Course: Organizations & Behavior Name：WANQIU LIN Tutor: Word accounts: Date: Content Introduction………………………………………………………………………………..3 Examine different approaches to management and leadership…………………….. Evaluate ways of using motivational theories in organization……………………….. Explain mechanisms for developing effective teamwork in organizations…………. Conclusion………………………………………………………………………………… References………………………………………………………………………………. Introduction Organizational behavior is a field study of human behavior in organization, is a multi-discipline study. It investigates the behavior of individual, group and organization itself. In this report I will use Apple and Google to talking about : 1. Different approaches of management and leadership in Apple Inc. and Google Inc. 2. Discuss the motivation theories and evaluate the using of motivational theories in organizations. 3. Explaining mechanisms for developing effective teamwork in organization. 1.Examine different approaches to management and leadership Management and Leadership Shackleton (1995, p. 2) suggests that 'leadership is the process in which an individual influence other group members towards the attainment of group or organizational goals'. Leadership is a process that including a group and attaining a goal. Google Inc.’s Management approach Google has a lots of Management approaches, the main approach is Scientific approach and Human behavior approach. In scientific...
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...Leadership & Human Behavior As a leader, you need to interact with your followers, peers, seniors, and others; whose support you need in order to accomplish your goals. To gain their support, you must be able to understand and motivate them. To understand and motivate people, you must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and customs differ from country to country and even within group to group, but in general, all people have a few basic needs. As a leader you must understand these needs because they can be powerful motivators. Maslow's Hierarchy of Needs Unlike others researchers in the earlier days of psychology, Abraham Maslow's based his theory of human needs on creative people who used all their talents, potential, and capabilities (Bootzin, Loftus, Zajonc, Hall, 1983). His methodology differed from most other psychological researchers at the time in that these researchers mainly observed mentally unhealthy people. Maslow (1970) felt that human needs were arranged in a hierarchical order that could be divided into two major groups: basic needs and metaneeds (higher order needs): Basic Needs are physiological, such as food, water, and sleep; and psychological, such as affection, security, and self-esteem. These basic needs are also called “deficiency needs” because if they are not met by an...
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...Table of Contents Introduction 2 Definition of Leadership and Management 2 1.1 Traits of a successful leader 3 1.2 Theories of leadership and Management 5 The Great man theory 5 Trait theory 6 Behavioural theory 6 Role theory 6 Leadership grid 7 Situational leadership theory 7 Path goal theory 7 Transformational leadership 7 Collective leadership 8 1.3 Challenges of leadership and management practice 8 Definition of Motivation 9 2.1 Theories of Motivation 9 Maslow's Hierarchy of Needs 9 Frederick Herzberg's Two Factors Theory 11 Douglas McGregor’s theory X and theory Y 11 The expectancy theory 12 The goal setting theory 12 The equity theory 12 2.2 Roles of Leadership and Management in Motivation 12 2.3 Contribution of Performance Management systems 15 Definition of Group 16 Definition of Team 16 Difference between Groups and Teams 16 3.1 How to develop a team 16 3.2 Different models of team leadership 17 Tuckman’s team development model 18 3.3 Importance of Teams within Organisation 19 Conclusion 19 References 20 Leadership Management Introduction Leadership is important for an organization to run its management system successfully. It is necessary for an organization to run properly and manage the employee in such a way the organization can get maximum output from them. A good leader of an organization can operate the activities of the business including set the purpose and organizational objectives, define...
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...ARTICLES A Kind Word for Theory X: Or Why So Many Newfangled Management Techniques Quickly Fail Michael P. Bobic Emmanuel College William Eric Davis Community College Southern Nevada ABSTRACT Forty-three years ago, Douglas McGregor’s The Human Side of Enterprise offered managers a new assumption of management (Theory Y), which would be more effective than what he considered then-current management assumptions (Theory X). While McGregor’s Theory Y model has been widely adopted in management literature as the preferred model, Theory X management still persists in practice. Moreover, many efforts to introduce management initiatives based on Theory Y have failed to reform the workplace or worker attitudes. While most explanations of these failures focus on training, implementation, or sabotage, this article proposes several defects in Theory Y that have contributed to these failures. Theory Y is based upon an incomplete theory of human motivation that erroneously assumes that all people are creative (and want to be creative) in the same way. Important research by Michael Kirton presents a different model of creativity that explains the failure of Theory Y and justifies Theory X as an important managerial theory and strategy. Theory X persists not because of circumstances or the nature of particular jobs, but because different people have personalities that respond to Theory X management better than to Theory Y management. But if the times and circumstances change, [a...
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...relationships by achieving human objectives, organizational objectives, and social objectives. As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change. Elements of Organizational Behavior The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. Models of Organizational Behavior There are four major models or frameworks that organizations operate out of: Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. Custodial...
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...for allocating emotional and intellectual energy, energy that flows from enthusiasm for the firm’s strategic intent. We believe that the task of focusing intellectual and emotional energy is as important for top management as allocating financial responsibilities—unless every employee feels a deep sense of responsibility for success, and has a clear channel for contribution, global leadership, will remain elusive.” (Hamel and Prachald, 1994). Thus, we must manage our businesses so employees—advise from management—must have a clear channel for how they can contribute. To this end, is there a venue that exists that will give the worker on the assembly line the same sense of direction as the CEO? We will first test a remedy proposed in the 1960’s by published management theory mentor Douglas McGregor. McGregor’s perspective was that management was more that simply giving orders and coercing obedience; it was a careful balancing of organizational needs with those of the individual. He defined these individual needs through psychologist Abraham Maslow’s hierarchy of needs. During McGregor’s writings the leading social movement in his arena was support for Maslow’s arguments. By applying the idea of a hierarchy of needs to the work environment of the mid-and late 1850’s, McGregor offered a new theory of management that promised to unlock the creative potential of the American workforce and bring about a new...
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...interpretations for the term LEADERSHIP. One is “A relationship through which one person influences the behavior or actions of other people” (Mullins, L.J. 2002, Management and Organizational Behavior, 6th Edition, FT Publishing, p904). Another popular definition would be, “the process of influencing an organization or groups within an organization in its efforts towards achieving a goal” (Johnson, Scholes & Whittington, 2005, Exploring Corporate Strategy, 7th Edition, FT Prentice Hall, p.519) Leadership Theories on Behavior To me, leaders are constantly surrounding us. People constantly need to be led and they seek out individuals around them who have personalities that stand out – the basic qualities of leadership, the Great Man Theory. This could be in terms of their appearance, knowledge, charisma, behavior or style. For example, popular actors/actresses might not be great leaders but they influence the thoughts of people through advertisements through their appearance and charisma. Leadership is also a process where trust of people needs to be gained and established before followers are doing things willingly and without having to use pressure. Managers are different in this aspect, as they are given authority/power and trust factor might not be required to actively participate in management, subordinates might not be performing their tasks willingly. The above idea is adopted from the most recent leadership definition by Manfred...
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