Final Exam Guide Essay

psyche 1 How would you define successful attractorship? What standard do you apply when evaluating lead success? Is it possible to predict success based on organizational cultures or other factors? Provide examples to support your answer. resolve victorious leadership is the ability to channel and coordinate the energy of the group to attain the desired goals of the note. It is the capacity to motivate and inspire followers to go beyond the withdrawnness of their perceived limitations, to rise to the challenges of the task at hand, and to seek out innovative and novel solutions. In a word, success leadership is empowering. As Eleanor Roosevelt once said, A good leader inspires people to have confidence in the leader a great leader inspires people to have confidence in themselves. A successful leadership stooge be evaluated by the following standards a) Example A successful leader leads by example, which is the key to authentic leadership. This is demonstrated by working hard, making difficult decisions, taking risks, and personal sacrifices. b) Integrity in that location be no shortcuts to success. A successful leader is honest, dependable and uncompromising on his or her work and business ethics.c) Solid goals A successful leader has solid goals and direction, which argon communicated to the team. The leader makes the team identify and take ownership of the businesss goals in order to motivate them to achieve these goals. d) Knowledge A leader is equipped with knowledge and skills necessary for the enterprise. The leader leverages the teams outflank chance of success by knowing and understanding the obstacles, competition and risks present in an endeavor. e) Autonomous A successful leader provides for autonomy by empowering the members to think, bring in and own the solution to a problem. f) High Expectations A successful leader expects a high level of excellence from the team. Expectations create results people want to uplifted of their work. However, high expectation does not mean perfection. Rather, it is learning through with(predicate) experience and errors, and creation accountable for ones mistakes.g) Humility A successful leader knows the value ofteamwork and gives credit where it is due. leadershiphip is not about personalities it is about directing the groups efforts toward the completion of an endeavor. h) Execution A successful leader has the right to get things done. He or she can bridge the gap between theory and positive execution of a plan. Nagavara Ramarao Narayana Murthy is an Indian businessman and co-founder of Infosys, which was founded in 1981. Mr. Murthy served as CEO of Infosys from 1982 to 2002, and as chairman from 2002 to 2011.He stepped down from the board in 2011, and became Chairman Emeritus. Mr. Murthy embodies the ideals of a successful leadership. He is a top leader, an institution builder, and an IT legend. He empowered his executives, management team and workers. He encouraged an d nurtured leadership qualities in the organization through mentoring and training. He institutionalized ethical values of honesty and haleness throughout the organization. Question 2 What methods exist to develop leaders in an organization? What methods does your organization use? Why? Have any methods been counterproductive? In what ways? SolutionThere are various approaches to leadership ontogenesis in an organization that will be briefly describes as follows 1) Formal increase Programs In its basic format, a formal program consists of a classroom seminar covering basic theories and principles of leadership. It can be in the form of a tailor-made development program fitted to serve the needs of the specific organization. It can also be open-enrollment programs offered by private and academic institutions. 2) 3600 Feedback This is also known as a multi-source feedback, and a multi-rater feedback. This method involves systematically collecting assessments of a persons performa nce from different sources, which typically consists of supervisors, peers, subordinates, customers, and other stakeholders. 3) Executive Coaching This method is specify as a practical, goal-oriented form of personal and one-on-one learning. Coaching is usually used to improve individual performance, enhance a career, or work through organizational issues.4) Job Assignments This method works under the assumption that experience is the best teacher. This method trains would-be leaders in an organization by handsome them a variety of job assignments that will expose them to different work environments hence, it allows them to adapt, and become betterstrategic thinkers. 5) Mentoring Mentoring programs typically pair a senior and a junior manager, but pairing can also occur between peers. Mentoring involves advising and passing on lessons learned from the senior to the junior partner. 6) Networking Some organizations include development activities designed to foster broader indivi dual networks for better connection with partners in a global community. Leaders are expected to know not only the in and out of the organization, but also know who in terms of problem-solving resources. 7) Reflection Introspection and reflection can foster self-understanding and understanding from lessons learned from experience. In leadership development, reflection can be used to uncover a persons hidden goals, talents, and values, as well as their impact on a persons work.8) Action Learning This is a project-based learning method characterized by a continuous process of learning and reflection, aided by colleagues, and with an tension on getting things done. This method connects individual development to the process of helping organizations respond to major business problems. 9) Outdoor Challenges This is a team-building experience in an outdoor(a) or wilderness setting, designed to overcome risk-taking fears, and to promote teamwork and leadership skills. Our organization uses formal programs to develop leaders. Recognizing that a classroom-based learning, while easy and flexible, is limited in the actual transfer of competencies, the formal program serves as a shell under which various development methods are incorporated.Hence, the formal program is structured by cartel theoretical learning and problem-based learning. Then, a 360-degree feedback is given to each participant, which serves as a basis for an in-depth reflection. For most people, the 360-degree feedback is difficult to handle for several reasons. The primary reason is an built-in opposition to diversity. Another reason is the overwhelming amount of data, which can be complex, inconsistent, and difficult to interpret and translate into an action or behavior that can sort out a given problem. Mere knowledge and acceptance of ones developmental needs are not enough to bring about change. There is a need for follow-up guidance and support. That is why participants are also given short -term coaching to identify specific areas of concern and how to resolve these concerns.Question 3 In The Art and Science of Leadership, Nahavandi writes about the dark side of power. Provide an example. What organizational factors contributed to the leaders behavior? What were consequences of the behavior? SolutionNahavandi cites decadency as the dark side of power. An example of a scandal that shocked the corporate world was the case of the German engineering giant Siemens in 2006. A regulatory investigation revealed that hundreds of employees, spearheaded by Siemens top executives, had been siphoning millions of Euros into bogus deals to pay massive bribes to government officials and business contacts to win contracts in Russia and Nigeria. A test judge described the scandal as a blatant disregard of business ethics and a systematic send of organized irresponsibility that was implicitly condoned by management.The scandal resulted to the departure of Siemens top executives, incl uding then CEO Klaus Kleinfield, who was ulterior convicted of corruption, placed on probation for 2 years, and fined 160,000 Euro for his complicity. Hans-Werner Hartmann, who was the accounting head in the associations telecommunications arm, was also placed on probation for 18 months and fined 40,000 Euro. The scandal cost Siemens round 2.5 billion Euro to pay for fines, reparations and damages. The firm was also barred from traffic with certain clients. The cost to Siemens employees, who had to endure intense public scrutiny and shame, is difficult to quantify.Organizational factors that contributed to a culture of bribery within Siemens were set as follows an aggressive growth strategy that compelled managers to resort to bribes in order to meet performance targets a complex and matrix- similar organizational structure that allowed divisions to operate independently, with no established checks and balances poor accounting processesa corporate culture openly tolerant of bri bes.It should be noted that bribes were tax-deductible, and were the norms, not the exceptions, in German business practice at that time.Question 4 What obstacles exist for leaders involved in participatory management? What methods may a leader employ to overcome these obstacles?SolutionParticipative management, also known as employee involvement and empowerment, encourages the participation of all the organizations stakeholders in the analysis of problems, development of strategies, and implementation of solutions. While participative management seems like a utopian ideal, leaders face many obstacles in its effective implementation.One obstacle is encouraging the participation of employees in the managerial process of readying and making decisions. Employees may not fully participate due to lack of competencies, lack of confidence, and fear of rejection. Another reason is the employees lack of trust that his or her contributions will be valued. The presence of tension and rivalry among employees are also barriers to effective communication, and ability to work together. Leaders can address these issues by being sincere in their desire to implement participative management. Leaders should strengthen communication within the workplace, and initiate team-building activities to strengthen bonds between peers, and between employees and management. Training programs should also be initiated to develop employees competencies, leadership skills and self-confidence.Once employees are fully committed to engage in participative management, other obstacles arise, which includes the amplification of the complexity of the organizations activities and the growing ledger of information that managerial decisions are based on. These can lead to difficulty in getting things done, and slow response time to issues that need fast reactions and actions. Leaders cannot solve these obstacles alone these require the concerted effort of the entire organization.However, leaders can ta ke the lead in delegating responsibilities to reduce the hierarchic levels in the organization, and to decentralized authority so that the organization can respond to issues quickly and efficiently. Leaders can also establish quality circles, which are composed of around 8 to 10 employees along with the supervisor who share areas of responsibility among themselves. These circles can meet regularly to discuss problems in their respective areas andbrainstorm for solutions, which they can later present to the entire organization as a fully developed action plan. In this way, the complexity of participative management is simplified.Another obstacle to participative management concerns security measure issues. It is harder to ensure confidential information stays within the organization when more people are involved in managerial decisions. This confidential information can include patents, and product research and development. Leaders can address this obstacle by motivating employees t o be accountable for their actions and to stay committed to the company by valuing their contributions. Question 5 What are some reasons employees and managers resist change? As a leader, what methods would you use to help employees and managers adapt to change? SolutionAdaptability to change is a prerequisite to become successful in the modern world characterized by increasing global awareness and fast turnover of technology. Organizations must respond to change and be willing to change to retain their competitive edge and relevance. However, implementing organizational changes are daunting for leaders, not least because most employees and managers resist change. The common reasons why employees resist change are the following change promotes fear, insecurity and uncertainty,difference in perception and lack of understanding,reaction against the way change is presented,cynicism and lack of trust,and threats to vested interest.In order to overcome resistance to change, leaders can i nvolve workers in the change process by openly communicating about the need for change, providing hearing to alleviate employees fears, and being sensitive to employees concerns. In order to implement change, leaders must decide on the method they will use to overcome resistance to change, and modify behavior. The three-step approach is an example of such a method it is characterized by three basic stages unfreezing, changing, and refreezing. 1) Unfreezing Most people prefer to maintain the status quo, which isassociated with stability, quite an than confronting the need for change. The starting stage, therefore, of a change process must involve unfreezing old behaviors, processes, and structures.This stage develops an awareness of the need for change, and the forces that supports and resists change. Awareness is facilitated with one-on-one discussions, presentations to groups, memos, reports, company newsletter, seminars, and demonstrations. These activities are designed to educa te employees about the deficiencies of the current set-up and the benefits of the replacement. 2) Changing This stage focuses on learning new behaviors, and implementing the change. Change is facilitated when employees become uncomfortable with the identified deficiencies of the old system, and are presented with new behaviors, role models, and support structures. 3) Refreezing This stage focuses on reinforcing new behaviors, usually done by positive results, public recognition, and rewards.