Eslsca Leadership final exam Wael Emil Bassely Group C46 Question 1 : Develop the profile of a highly effective leader who can inspire his / her followers to fulfill the organization missions and achieve its objectives. In order to effectively answer this question, we have to know the following points first: * What is Leadership, who is a leader? *What is effectiveness? When is a leader effective? *why do we need leaders? * Obstacles to effective leadership. * The difference
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Reflective Essay #1 1. In my military career so far, my supervisor, Technical Sergeant Ken Dowling, has been the most competent and influential leader that I have been associated with. He has been able to give me tools to become a great leader myself. He has taught me how to find where answers to questions are. He also delegates tasks and responsibilities so jobs can be done quickly and effectively. Lastly, he also knows how to give constructive criticism and also talk to his airmen about certain
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Leadership Assessment Professor Woodard BUS302 March 4th 2013 Eastern Builders a construction company, is a task oriented and leadership company. The chief executive officer delegates his powers to different site managers based in different parts of the world. They are given powers to implement the decisions made by the head office and tasked to achieve the target given in a certain period of time. Task-oriented leadership style is one where the team leader is well focused on the major tasks
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Assignment: Apply Leadership theories or models to either a workplace leader or public figure. 1.0 Selected Leadership theories: Two Leadership theories/models have been selected to test the chosen public Leader. The chosen theories are: (a) Trait theory (By Edwin Locke) There are sets of traits and characteristics identified to assist in selecting people to become leaders. Some of these traits are: * Physical: Young to middle aged, energetic, tall and handsome * Social background:
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1) “LMX” Relationship What was the quality of your leader’s relationship with you? Think back to a job you held and recall your feelings toward your leader, or if currently employed use your supervisor. Please answer whether each item below was Mostly False or Mostly True for you. | |Mostly False |Mostly True | |1. |I very much liked my supervisor as a person.
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Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ann Frost and Lyn Purdy 1 Version: (A)2008-10-21 tC The work of organizations is done through people. Elaborate structures, systems, rules, and reporting relationships do little more than provide guidance for such behaviour — they do not produce it. Eliciting the needed
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Executive Summary Leadership is a highly researched topic and is differentiated from the term management. Both are necessary for success. Effective leadership is vital in ensuring an organisation is run cohesively and coherently. Effective management ensures a degree of order and consistency to technical dimensions (Bennis 1989). Management differs from leadership as it is about coping with complexity (Dembrowski 2007). Dembrowski (2007) builds on this by arguing that leadership, by contrast, is about
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Categorize Leadership Theories Leadership theories enumerated by Grossman and Valiga (2009) are the well-known great man theory, trait theory, situational theory, and the contemporary theory. The great man theory has the notion that leaders are born and not made, whereas the trait theory categorizes leaders as that of certain qualities that correlate with leadership skills. The situational theory, on the other hand, gives significance to the particular situation for a leader to be effective. Contemporary
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The four basic functions of management are (1) planning, (2) organizing, (3) leading, and (4) controlling. In 1916, a French coal mine director named Henri Fayol wrote a book entitled “Administration Industrielle et Generale,” which set forth five distinct functions of managing that Fayol insisted were applicable in any industry. In the 1950’s, management textbooks began to incorporate some of Fayol’s ideas into their content. (Norman, 2015) The fifth function, staffing, was not part of the current
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headquarters, “is if you want change throw money at it to continue research”. The expression only proves the lack of change that occurs within the organization. Though the expression does provide humor, however, it really does not accomplish the task at hand for change. The idea for change is to focus on maximizing worker output. Conducting change in a higher level headquarters does not necessarily correspond with institutional laziness or unmotivated workers, though the constraints imposed and
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