Principles of Management and Leadership

According to the textbook, Introduction to Leadership: Concepts and Practice, there are over 100 definitions of the word “leadership”, and all of them are unique in their own way (Northouse, 2015, p.1). There are so many different aspects to leadership that is it nearly impossible to have one definition that covers every area. Each and every person that is a considered a leader has his or her own way of leading because every situation, whether it be work, a team, at home, etc., calls for different and distinctive ways of leading people. Northouse states that there are six main aspects of leadership; it’s a trait, ability, skill, behavior, relationship, and an influential process (Northouse, p. 3-6). Giving a clear answer as to what leadership is defined as is very difficult, but this paper will talk about my specific leadership skills and what leadership means to me.

Throughout the entire course of this class, I have been asked to fill out different self-assessments related to whatever topic or approach to leadership Peter Northouse (2013) was discussing in his book Leadership Theory and Practice. Each one of these self-assessments were intended to help me in discovering who I was as a person and a leader. Some of the leadership self-assessments included the Least Preferred Coworker Measure from the Contingency Theory chapter, the Leader-Member Exchange Questionnaire from the Leader-Member Exchange Theory chapter, and the Servant Leadership Questionnaire from the chapter that discussed Servant Leadership. Many of these questionnaires I found to be very effective in helping me discover more about my personality traits and leadership style.

Within this assignment I will describe my understanding of the links between management and leadership, the skills and styles of management and leadership, the application of management and leadership theories in an organisational context and planning for the development of management and leadership skills.

Recommendations for managers who demand to be leaders are to appearance compassion. To be a leader a person needs to see the world as an opportunity to change. They need to accept the employees ' dilemmas. Respect the assessment of the advisers and accomplish decisions that will be acceptable not only for them but the

As we know that, leadership is nothing. But the influencing flowers. Leadership includes three fundamental clusters of skills creating vision, garnering commitment to that vision, an managing progress toward the realization of that vision. powerful and effective leaders plays very vital role to reach the maximum production for any organization.

For my Professionalism at Work Interview assignment I interviewed Mr. Paul Walker who is the Office Manager at a Software Company. Managing employees in an organization requires the manager to possess a positive attitude, effective decision making, and know how to prioritize that him to organize office functions, manage schedules, and oversee daily office operations of the office. During my interview with Mr. Paul Walker he discusses diverse experience managers have encountered in the real world which included both good and bad. There are a lot of aspects that anyone who desires to become a manager should possess, such as being able to adapt to numerous situations. Office Managers to be must have excellent communication skills. Managers

Management is not leadership just as leadership is not management. In order to differentiate between the two we must ask ourselves which we relate to more, or rather, which we consider ourselves to be by asking the question which am I? Am I a Manager or can I consider myself a Leader? What type of person makes a good manager? What type of personality is best for leaders?

Controlling is a part of management that is not considered to be as important. Like planning, it is a continual process; like organizing, it involves translation like leading, it involves diplomacy. Controlling is monitoring work progress to the company goals, and taking corrective action when required. (University of Wisconsin Whitewater, July 5, 2006, chap. 1)

In today 's aggressive work environment, it is essential for supervisors and business visionaries to comprehend their initiative introduction and worker conduct. In this way, administration must concentrate on creating proper administration techniques that are important to the national culture as opposed to simply advancing authoritative society (In Erbe, 2014).

In Leadership, Leadership, Leadership" Are We All Chanting the Wrong Mantra, the authors says, “Leadership is simply management of higher level things” (McCormack, 2009, p.1) and that the leader manages the vision, people’s perception and their own behavior (p.1). McCormack continues his analysis by saying, “There are times when leadership simply cannot take place” (p.2). McCormack appears to believe that organizations and universities should not teach, encourage or tolerate leadership as a singular function: That they should only embrace it as a single duty within the broader responsibility of management.

So he stats everyday with a plan of things he need to accomplish that day. The top priority on that list is always try to improve customer service. This practice allows him to decide what task needs his personal attention and what task can be delegated to his subordinates.

to do a good job, not for himself but for them. People assume that the hired

He is very sensible. He promotes the good of every employee in a caring, compassionate and practice. In doing so, the employee considers needs stated by him as well as those defined by team players. He is dedicated to protecting the dignity of the employees. With a caring attitude and a compassionate spirit, he focuses on protecting the employees’ interests in a private and confidential manner.

Mark young is a head of the painting department in the hospital. When he took the job, the job was newly created because change was needed in painting services. As soon as Mark started his job, he basically restructures and reorganizes the whole department. He designed new scheduling procedure and redefined expected standards of performance. He emphasized that even thought he was a leader in his department, when he started the job, job was basically task oriented , he didn’t need any input from his subordinates . He was also initially strict about his expectation from painter due to the hospital environment. As time passed, Mark delegated his responsibilities to two new employees that he hired, and he became less demanding. He would take a small group of workers on a weekly basis to the sports bar for burgers on the house. This way he became very close with each his employee. He is a people oriented person, he enjoys working with people. He made people realize their good work is being noticed. Under his leadership, his department improved substantially and has seen as a most productive department in the hospital maintenance.

This person has one or more person reporting to him as his subordinates. The people reporting to the top boss form the second level of people in the organization structure. Each of the persons at the second level may have one or more persons reporting to him or her. Thus people at second level report to their manager and supervisor and, in turn, other employees report to them.