1. Leaders are different from management. 2. Leaders do not have to be in every situation. 3. Concentration of power for individuals (Personalized power) and for society
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True or false
1. Leaders are different from management.
2. Leaders do not have to be in every situation.
3. Concentration of power for individuals (Personalized power) and for society
(Socialized power) are all negative for an institution or society
4. Leaders do not need to have cognitive factor skills.
5. Leaders do not need to have the skills to understand their own feelings and those of others (Emotional Intelligence)
6. Leaders can not use theories of leadership such as Charismatic leadership, Contingency leadership, transformational leadership y Strategic leadership in any situation or circumstance.
7. Autocratic style is not a good way to lead and should not be used for leadership.
8. In Situational leadership, directing methods should be used in situations where employees have experience and willingness to work.
9. Asking for advice from colleagues or subordinates is an unethical political tactic.
10. Strategic leadership is not related to forecasting the future or changes in the external environment.
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- 1. Introduce us to a leader with whom you are familiar. You can choose an effective or an ineffective leader. 2. What different kinds of power does he or she use or misuse. 2b. Where is that power (or lack thereof) derived from? 3. Describe how your leader exhibits (or does not exhibit) 3 different leadership traits that the eText lists as important . 4. Of the different models of leaders (transformational, situational, path-goal, authentic, etc.) described in chapter 10 of the eText, explain how would you classify this leader's leadership style. Explain.As a leader, consulting and seeking advice from experts and authority figures can benecessary for the growth and improvement of an organization. Regardless of their levelof expertise, some individuals and institutions should be challenged. Leaders must beable to effectively evaluate information, regardless of the source’s level of authority orexpertise.Instructions:In a well-structured paper, address the following questions:1. What role do experts and authoritative figures play in business andsociety?2. Why should leaders be willing to challenge experts?3. Why should leaders be willing to challenge authority figures?4. What are the risks of keeping silent when something does not seemright?5. Do you agree with Cialdini's statement below? Why or why not?"Authorities are frequently experts. In most cases, it would be foolish to try to substituteour less informed judgments for those of an expert, an authority." Cialdini, R.(2021) Influence, new and expanded: The psychology of persuasion.…As a leader, consulting and seeking advice from experts and authority figures can benecessary for the growth and improvement of an organization. Regardless of their levelof expertise, some individuals and institutions should be challenged. Leaders must beable to effectively evaluate information, regardless of the source’s level of authority orexpertise.Instructions:In a well-structured paper, address the following questions:1. What role do experts and authoritative figures play in business andsociety?2. Why should leaders be willing to challenge experts?3. Why should leaders be willing to challenge authority figures?4. What are the risks of keeping silent when something does not seemright?5. Do you agree with Cialdini's statement below? Why or why not?"Authorities are frequently experts. In most cases, it would be foolish to try to substituteour less informed judgments for those of an expert, an authority." Cialdini, R.(2021) Influence, new and expanded: The psychology of persuasion.…
- 1.Why do organizations need leader-managers? The accelerating pace of change requires the two complementary ways of thinking. Combining both attributes in one person is cheaper and more efficient .Directives from above need to be implemented in order to reach the organization's strategic objectives. Staff need to be constantly thinking about the future. 2.Which activity is most likely to be carried out by a manager? Communicating the direction of the organization. Reinforcing performance. Inspiring others. Developing key relationships. 3.Which statement best describes leadership? Leadership is about conducting performance reviews. Leadership is having a vision and making it happen .Leadership is maintaining the status quo. Leadership is being in a position of authority1.a How can individuals develop their leadership skills through self-awareness? Illustrate your answer with a reflection model. b. Critically discuss tge type of leadership that is required to groom and grow talent in the organization? c. How does a team leader's role change depending on the type of team or its stage of development? d. How can an understanding of change assist a leader? Illustrate your answer with a change model. e. What are the basics of Risk communication and how they influence the methods for communicating change? f. Describe the process of coherence between organizational change,internal and external communication. g. What are examples for learning capabilities? h. What is the difference between dialogue and Discussion argued by David Bohm? Why is dialogue critical for team learning? 2. What are the three principles for success according to Larking & Larking?3.5. Tannenbaum and Schmidt assume that a manager can choose among alternative leadershipstyles rather than being confined to a single ‘‘inborn’’ style. Do you agree? Discuss from Managing Engineering & Technology 6th Edition
- Leading and managing are two very different things. Being a manager means something more than gaining authority or charge over former colleagues. With the title does come the power to affect company outcomes, but it also comes with something more: the power to shape the careers and personal growth of subordinates. According to Steve Keating, a senior manager at the Toro Company, it is important not to assume that being made a manager automatically makes you a leader. Rather, being a manager means having the opportunity to lead. Enterprises need managers to guide processes, but the employees—the people—need a leader. Keating believes that leaders need a mindset that emphasizes people, and the leader’s job is to help the people in the organisation to be successful. According to Keating, “If you don’t care for people, you can’t lead them” (Hakim 2017 n.p.). For someone who has been promoted over his peers, ground rules are essential. "Promotion doesn’t mean the end of friendship but it…how can people become aithentic leaders? a. by coaching suboridinates to obey authority b. by reading biographies of great leaders c. by reiterating to one and all that they want to become authentic d. by learning from your life story1. The ability to do the right things is termed as ________. a. Procedure b. Effectiveness c. Efficiency d. Adaptability 2. Saeed, owner of Al Mashhoor, encourages employees to participate in the decision-making process and also encourages and develops subordinates for higher responsibility. Which of the following is the leadership style of Saeed? a. Laissez-faire b. Paternalistic c. Authoritarian d. Democratic
- the critical role of leadership is emphasized during times of change. Yet, a universal definition of leadership is non-existent because it is defined by our personal experience. Similarly, describing the difference between leadership and management, both necessary for organizational change, has been described from multiple perspectives. The terminology most used to describe the actions of a leader and the actions of a manager are transformational and transactional. However, in the video, "Leadership vs. Management", Godin (2018) takes a slightly different approach to determine what sets leaders apart from managers by focusing on courage to take responsibility even when risks are high, failure is eminent, and possibilities are only a vision. Considering organizational change, the readings, and video, respond to the following questions: From your experience how do you distinguish leadership from management? Provide an example of both. Of the multiple problems identified…Asap What skills and abilities does a manager need to lead effectively in a virtual environment?Is a leader with a consideration style or an initiating-structure style would be more successful as a virtual leader?1.Internal locus of control is when an individual blames the external factors for his/her success and failures a True b false 2.Desire to lead is when leaders have weak desire to influence and lead others. a)True b)False 3._______________ leaders emphasized on technical or task aspects of job a Employee oriented b Production oriented c Both of above d none of above