...QUESTIONS. How can leader or founder help create strong culture in an organisation? Can a leader eliminate culture? Explain. INTRODUCTION 1. BACKGROUND OF THE CULTURE IN ORGANISATIONAL 1.1 LEADER Leadership is a person whose can influence a person for accomplish their objective in organisation to make it more cohesive and coherent. As we know leadership try to influence a group or person to achieve their goal or target. (http://www.nwlink.com/~donc lark/leadcon. html) Always leader will create their own vision first. This vision must have the deep meaning and leaders must make the best vision as symbol to organisation. After that, they try to setting a goal to achieve their target and developing action plan as a strategy in their organisation. Lastly, a leader will monitoring action plan execution. The leader must follow up the follower doing what is required. As a leader they have six traits to make successful as a leader. That is a drive, desire to lead, integrity, self-confidence, intelligent, and job-relevant knowledge. (http://www.slides hare.net/nusabtara99/high-performing-leadership) 1.2 CULTURE Culture is refer to accumulation of knowledge, beliefs, attitudes, experiences, religion, relations, concepts of the universe, values, meaning, roles, notions of time, relations, material possessions and objects acquired and that institutions that characterise the population of nation. (http://language.ezinemark.com/culture-definitions-and-types-17b25a011fd.html) ...
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...Situational leadership created by Dr. Paul Hersey and author Ken Blanchard in 1969 by, “…combining a range of managerial styles to cater to different people within the same organization” (May, 2011). This style of leadership allows a company to use different types of leadership approaches while adjusting to the needs of employee working styles throughout the company. Types of Situational Leadership Styles According to Gupta (2009) there are four types of situational leadership styles: Directing, Coaching, Participating, and Delegating. • Directing – This style is very task driven where the employee is under constant supervision. This style is like, “…a parent dealing with a toddler child” (Gupta, 2009). • Coaching – In this style the employee is given tasks to complete along with details and decisions are made by the supervisor, but the supervisor wants to hear feedback and receive input from the employee. This style is like, “…a teacher for the followers” (Gupta, 2009) • Participating – In this style the employee taking on the decisions on how the task is to be completed with the leader helping with the higher level issues. The employee is not making the final decisions the leader is there to help and mentor the employee. This style is like, “…the leader acts as a sincere friend for the followers” (Gupta, 2009) • Delegating – Once the employee is given the details of the task the employee has complete control on how to complete the task. This style is like...
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...Team Assessment Instruments for Organization Leadership Lydia Ross Argosy University Solutions Leadership B7777 Module 7 Assignment 1 Introduction Solution Focused Learning (SFL) is being used by organizations to effectively lead the organization to accomplish new visions and to embrace the changes in the marketplace with confidence. Most organizations use some metrics in their learning environments to determine how well their workforce in handling the organizations new thrust and to determine the success of the organization in the new environment. Our organization has chosen several different measures to determine its success. We’ve looked at the current Motorola model of change and found many of its strategies would be very effective with our organization. One of the features of the Motorola model we’ve embraced is the Six Sigma leadership development as well as required training hours for executives annually. “Six Sigma is a highly disciplined process that helps us focus on developing and delivering near-perfect products and services”(GE, 2011) . Motorola is an excellent example of a corporation’s vision expanding reaching a larger audience. Initially Motorola vision was to have a training center for its employees. “Motorola’s approach to leadership development is the Motorola University. Originally called the Motorola Training and Education Center (MTEC), it was founded in 1980 with...
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...Sir Richard Branson, Chairman, Virgin Group, Ltd Case Study Sharon Dunbar Dr. Tressa Shavers BUS 520 March 1,2012 Overview – Virgin Group, Ltd. The Virgin Group, Ltd. is a British based venture capital organization founded by Richard Branson, incorporated in 1989. The focus of their business group is travel, entertainment, and lifestyle, and while actually incorporating as a venture capital group in the late 1980s, they had a number of activities in the 1970s. To date, Virgin has created more than 300 companies globally, employing over 50,000 people in 30 countries. In 2009, global revenues exceeded $18 billion US with a portfolio that continues to grow. The company believes in making a difference, and is quite particular about the manner in which they invest, or assist in marketing new ventures. Several things appear to ensure that anything that has a Virgin brand is successful: 1) the brand, 2) Richard Branson’s reputation; 3) empowering of talent; and 4) the management style engendered by Branson which flows down to almost every aspect of the organization. The company prides itself on sound, sustainable philosophies and posits the notion that there are six identifiers that characterize the company: • Lower the carbon footprint of all Virgin represented projects • The Gaia concept – one living world – use the planet’s resources responsibly • Equality...
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...Strengths of Transactional Leadership Transactional leadership is a style that traces its core to the idea that a leader, that controls and has power over followers, offers incentives for the followers that follow orders. Therefore, the notion that if a subordinate does what he or she has been told, there will be a reward; and if the subordinate does not do as has been told, there will be punishment. Transactional leadership style is one that is based on the concept that organizations perform best when there is a very clear chain of command. The transactional leadership model is built on the principle that individuals are motivated, most successfully, with reward and punishment. The model is considered as a style which is authoritarian because it assumes that the moment employees agree to a job, they have given a tacit agreement to concede all authority to a leader in management. Transactional leadership is dependent on a communication style that is one-way. The leaders tell subordinates what to do and oftentimes leave them to do it. Such leaders are generally fair but firm, and they leave followers with no doubt as to who is in charge and what is expected. Transactional Leadership – Strengths * It is low cost and simple. As the style depends on motivations in the form of external punishments and rewards, the style can be used by a majority of leaders without the any extensive training. There is also no requirement for possessing traits like inspiration, charisma...
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...“A work organization can be defined as a socially designed unit, or collectivity, which engages in activities to accomplish a goal or set of objectives, has an identifiable boundary, and is linked to the external society. Work organizations are absolutely different from other social entities, which include families, clans, tribes, etc” (John Bratton, Work and organization Behavior, 2007, pg5). Organizational behavior encompasses the systematic study and careful application of knowledge about how people act within organizations. (Wikipedia, October 2010) We need to understand 3 key areas while studying OB (Organization Behavior); they are Personality, Motivation and Leadership. Personality is the total pattern of characteristic ways of thinking, feeling and behaving that constitute the individual’s distinctive method of relating to the environment (Kagan and Havemann, 1976) or the dynamic organization within the individual of those psychophysical systems that determine his characteristic behaviour and thought (Allport, 1964).Personality is explained by various theorists like Jung, Hans Eyesenck, Costa and McRae. Jung has introduced 4 concepts, which are sensation thinking, which includes Practical, down to earth, impersonal, interested in facts, wants order, precision, no ambiguity, values efficiency and clear lines of authority. The next concept is intuition thinking which includes Conceptual and inventive, sees future possibilities through analysis, comfortable...
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...employees are more likely to comply with leader requests and directions instead of just ignoring or subverting him or her. Path-Goal theory Path Goal Theory was developed to explain how the behavior of a leader can influence the satisfaction and performance of employees (Yukl, 2010). Leaders who use the path-goal theory approach use a motivation theory called expectancy theory. This theory is used to explain how a leader can influence the employees’ satisfaction and effort (Yukl, 2010). Path-Goal Leadership Path-goal leadership has four different leader behaviors supportive leadership, directive leadership, participative leadership and achievement-oriented leadership (Yukl, 2010). Supportive leadership is giving consideration to the needs of employees by displaying concern for their well-being, along with creating a friendly environment to work in. Directive leadership is letting employees know what is expected to do, giving guidance, asking employees to follow the rules and procedures and scheduling the work (Yukl, 2010). Participative leadership is talking with employees to receive their opinions and suggestions and achievement-oriented leadership involves setting goals, seeking performance improvements, rewarding excellence in performance, and showing confidence the employees can obtain high standards, which is more of my style. Directive leadership affects employees in many ways, such as effort can...
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...Describe Branson’s leadership style in terms of the leadership models addressed in Chapters 10 and 11 and evaluate the likely effectiveness of that style in the U.S. today. To be an effective leader in any business, one must be able to balance various roles within the workplace and keep the vision of the company prime focus. A leader must be able to convey information and instruction to his or her staff to ensure that daily function of the company or organization runs smooth in the present and future. After reading about Branson, I feel his style of leadership is most represented by the transformational style. Hellriegel and Slocum describe this style as, “a transformational leader involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders or better leaders, and building the organization or group into a community of challenged and rewarded learners” ( pg. 329). A leader with this type of style has to constantly be thinking of the present and future ideas, have strong critical thinking skills and be able to interact with those of various cultures. A transformational leader also has to be willing to take risks within the company. Branson is an example of this style. He describes his logical of his “pecking order” in his organization, “If your employees are happy then they will do a better job. If they do a better job, the customers will be happy, and thus business will be good and the shareholders...
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...Genesir 1 Adrian Genesir LDP1 July 17, 2007 The interchange between task behavior, relationship behavior, and follower readiness is the foundation of situational leadership. Different focus on relationship or task behavior is applied to followers on different readiness levels. Task behavior is the degree of detailed direction given by a leader to a follower or a group for them to perform a task. Included in these directions are specifics of the methodology to perform the task as well as the place and the parties involved. Relationship behavior is the grade of interaction between the leader and the follower or group. Readiness is the degree of willingness and capability that a follower demonstrates. “The two major components of readiness are ability and willingness” (Hersey, Blanchard, & Johnson, 2001) Ability is composed of the follower’s qualifications for a particular task. Hersey (2001) catalogs these qualifications as knowledge, skill and experience. Willingness is the level of confidence, commitment and motivation that someone shows. Willingness is not a personal attribute as it varies from a task to another. Confidence is the expressed belief that one is able to perform a task. The fact that an individual is confident does not necessarily make him capable of completing an assignment, as it is a mental state rather than a measure of skills. Commitment is an established dedication to undertake a responsibility, and motivation is the expressed desire to...
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...Abstract This paper will discuss Alan Mulally, CEO, for Ford Motor Company. First, I will mention his role of leadership and how it can impact organizational performance. Secondly, I will examine Mulally’s leadership style and provide examples of how his actions and performance fits this style. Thirdly, it will be important to notice how goal setting has helped Ford improve its performance. Next, I will assess Mulally’s on each element in communication openness including message transmission, trust, agendas, and goals. Lastly, I will analyze if Mulally’s leadership style is effective or should a different style be implemented. Discuss the role of leadership and how it can impact organizational performance. Leadership is an important component in any business or organization. According to Hellriegel and Slocum (2011), “Leadership is the process of developing ideas and a vision, living by values that support those ideas and that vision, influencing others to embrace them in their own behaviors or organization” (p.4). Establishing ideas and a vision is a key element in leadership, for example, coming out with next product or feature for the organization or company plans and strategies reveal the skills of an effective leader. It is important as a leader to live by values that support your ideas and vision. In other words, you should practice what you preach or lead by example. An effective leader should use a variation of sources to influence its followers...
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...Axia College Material Appendix D Contingency Theory of Leadership |Description of work environment | | | | | | |A clothing store that sells new and gently used brand name clothes at a cost most | | |consumers can afford. | | | | In the table below, categorize different leadership approaches that could be used in the work environment you have described. Provide different suggestions for each of the four approaches to leadership. |Directive approach |Supportive approach | |Have a meeting with each employee on his or her first day of work|Being supportive in this clothing business will allow for better | |and go over the company procedures and handbook. I will be sure |working conditions which in return will allow for better sales of| |to explain the company’s schedule and when employees should |the clothes. Employees will be treated with respect and | |expect...
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...แนวคิดทฤษฎีการบริหารเชิงสถานการณ์ (The contingency approach) ทฤษฎีการบริหารเชิงสถานการณ์นั้นเป็นแนวคิดการบริหารจัดการที่ผ ู้บริหารจะปฏิบัติซึ่ง ขึ้นอยู่กับสถานการณ์ หรือเป็นแนวคิดซึ่งเป็นทางเลือกของผู้บริหารในการกำหนดโครงสร้า งและระบบควบคุมองค์การ โดยขึ้นอยู่กับสถานการณ์และลักษณะต่าง ๆ ของสภาพแวดล้อมภายนอกที่มีผลกระทบต่อการดำเนินงานขององค์การ หรือเป็นวิธีการที่กล่าวถึงองค์การที่มีลักษณะแตกต่างกันซึ่งต้ องเผชิญกับสถานการณ์ที่แตกต่างกัน และต้องใช้วิธีการบริหารจัดการที่แตกต่างกันด้วย ทฤษฎีการบริหารเชิงสถานการณ์เป็นการประสมประสานแนวคิดในการบริห ารจัดการที่สำคัญ 4 ประการคือ (1) แนวคิดแบบดั้งเดิม (2) แนวคิดเชิงพฤติกรรม (3) แนวคิดเชิงปริมาณ (4) แนวคิดเชิงระบบ [1]ทฤษฎีองค์การตามสถานการณ์และกรณี (Contingency Theory) เริ่มมีบทบาทประมาณปลายปี ค.ศ.1960 เป็นทฤษฎีที่พัฒนามาจากความคิดอิสระ ที่ว่าองค์การที่เหมาะสมที่สุดควรจะเป็นองค์การที่มีโครงสร้างแ ละระบบที่สอดคล้องกับสภาพแวดล้อม และสภาพความเป็นจริงขององค์การ ตั้งอยู่บนพื้นฐานการศึกษาสภาพแวดล้อมที่แตกต่างกันของมนุษย์ (Humanistic Environment) ทฤษฎีองค์การตามสถานการณ์และกรณีนี้มีอิสระมาก โดยมีธรรมชาติ (Natural) เป็นตัวแปรและเป็นปัจจัยสำคัญในการกำหนดรูปแบบ กฎเกณฑ์ และระเบียบแบบแผน มีลักษณะเป็นเหตุเป็นผลและสอดคล้องกับสภาพความเป็นจริง สภาพแวดล้อม เป้าหมายขององค์การโดยส่วนรวมและเป้าหมายของสมาชิกทุกคนในองค์ก าร โดยมีข้อสมมติฐานว่า องค์การที่เหมาะสมที่สุดคือ องค์การที่มีโครงสร้างและรูปแบบที่สอดคล้องกับสภาพแวดล้อมของสั งคมนั้น ๆ ซึ่งรวมถึงสภาพภูมิศาสตร์ วัฒนธรรม ค่านิยม ความเชื่อ การสนับสนุน และความต้องการของสมาชิกในองค์การนั้นด้วย ...
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...Abstract Based on the Leadership in Action simulation, this paper will describe the current established methods of control and current culture in Smith & Falmouth (S&F). As a Chief Operational Office (COO), Hadi will provide recommendations for restructuring the department to become more profitable by the end of the fiscal year. Affecting Change As a new COO, existing staff will have resistance to the upcoming change and the new organizational structure. It is important to gain their trust to improve the culture and empower employees to achieve the new goals. The leadership style should be situational and adapt to the different situational factors. Delegation and supportive leadership will provide control and power to the existing leaders and supply them with whatever their teams need to accomplish the end goals. Smith & Falmouth (S&F) Smith & Falmouth is a mid-size tele-shopping company operating in the US and Canada. The company established S&F Online as part of its strategy to expand online. This division is a major element in S&F strategy to grow over the next three years. S&F Online CEO, Irene Seagraves, put in place three main teams; a logistics team, web development team, and a marketing manager to coordinate marketing efforts. Irene set a clear goal for the COO and that is to streamline online operations, increase the each of Online Sales Channel and increase profits. As a new COO, existing senior staff and teams showed resentment and lukewarm reception...
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...Assignment Week 2 – Assignment No. 8 “Effectiveness of leaders depends on how their leadership style inter-relates with the situation in which they operate”. Elucidate this statement by drawing from your practical experience. ++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ The situational leadership theory is based on three main factors, which point to the type of adaptive and situational behaviour required from a leader of a successful team. Situational Leadership Theory is based on the interplay of the following three factors: 1. Task Behaviour – The amount of direction a leader must provide (explaining what, where, when & how tasks are to be completed); 2. Relationship Behaviour – the amount of socio-emotional support a leader must provide (two-way communication, psychological strokes and facilitating behaviours); 3. Level of Maturity – adapting the first 2 points according to the motivation, willingness, ability and education or experience of an individual in a team. This is best represented by the following grid The Situational Leadership Theory proposes that as employees’ progresses along the “maturity” or the developmental continuum, in terms of accomplishing a particular task, the appropriate style of leadership moves accordingly along the curvilinear function. In short, what the Situational Leadership Theory proposes is that for effective leadership, the leader must apply the appropriate inputs (in terms of task direction and relationship)...
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...distinguish an individual as a leader?" Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the "trait theory of leadership". The trait theory was explored at length in a number of works in the 19th century. Most notable are the writings of Thomas Carlyle and Francis Galton, whose works have prompted decades of research.[4] In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. In Galton's Hereditary Genius (1869), he examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when moving from first degree to second degree relatives, Galton concluded that leadership was inherited. In other words, leaders were born, not developed. Both of these notable works lent great initial support for the notion that leadership is rooted in characteristics of the leader. Rise of alternative theories[edit] In the late 1940s and early 1950s, however, a series of qualitative reviews of these studies (e.g., Bird, 1940;[5] Stogdill, 1948;[6] Mann, 1959[7]) prompted researchers to take a drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number...
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