Q1: Discuss two views of Leadership Impact on performance of organization. Elaborate your answer with example.

AnsLeadership is an important function in small business .Leadership and management represent two completely differentbusiness concepts. Leadership is commonly defined as establishing a clear vision, communicating the vision with others and resolving the conflicts between various individuals who are responsible for completing the company& vision. Management is the organization and coordination of various economic resources in a business. Leadership can have a significant impact on an organization& performance.SMALL BUSINESSOwners usually set the leadership tone for their organization. Owners accomplish this by developing a mission or set of values by which they operate their company. This creates a minimum level of acceptance for employee behavior. Business owners often create company policies or guidelines from the company& mission or values. Policies and guidelines also give business owners the ability to remove under-performing employees from the company.TypesThree types of leadership are common in business: authoritarian, democratic and laissez-faire. Each type of leadership impacts organizational performance differently. Authoritarian leadership is commanding and sets clear expectations for employees in the organizational. Democratic leadership encourages feedback and input from managers or employees regarding organizational performance. Laissez-faire is a hands-off approach, where managers and employees work according to their own preference andschedule. This leadership style can lead to poor motivation and work practices.FeaturesSuccessful organizational performance relies on the proper behavior from managers and employees. Leadership can be an evolutionary process in companies. Business owners who provide leadership can transform an employee from a worker completing tasks to a valuable team member.Leadership skills can help change an employee& mentality by instilling an ownership mindset. Employees who believe they have a direct owner-style relationship with the organization often find ways to improve their attitude and productivity.FunctionLeadership can help a business maintain singular focus on its operations. Larger business organizations can suffer from too many individuals attempting to make business decisions. Business owners can use Leadership skills to get managers and employees on the same page and refocus on the original goal. Leadership skills can also help correct poor business practices or internal conflicts between employees.WarningLeadership can have a negative impact on organizational performance. Leaders who are overly dominant or become obsessed with achieving goals can overlook various details in thebusiness organization. Managers and employees may also be less willing to help dominant or extremely critical leaders with accomplishing goals and objectives. Dominating leadership creates difficult business relationships. Other companies and business owners avoid dominant leaders who consistently request financial benefits.

Q2: General personality traits and task related traits are equally important for effective leadership. Discuss with examples.

ANSWER

Two specific personality attributes that have a significant impact on behavior and are thus of particular interest for leadership studies are locus of control and authoritarianism.Locus of ControlSome people believe that their actions can strongly affect what happens to them. In other words, they believe they are masters of their own fate. Others feel that whatever happens to them in life is a result of luck, chance, or outside people and events; they believe they have little control over their fate. A persons locus of control defines whether he or she places the primary responsibility within the self or on outside forces. People who believe their actions determine what happens to them have a high internal locus of control (internals), whereas those who believe outside forces determine what happens to them have a high external locus of control (externals). Research has shown real differences in behavior between internals and externals across a wide range of settings. Internals in general are more self-motivated, are in better control of their own behavior, participate more in social and political activities, and more actively seek information. There is also evidence that internals are better able to handle complex information and problem solving, and that they are more achievement-oriented than externals. In addition, people with a high internal locus of control are more likely than externals to try to influence others, and thus more likely to assume or seek leadership opportunities. People with a high external locus of control typically prefer to have structured, directed work situations. They are better able than internals to handle work that requires compliance and conformity, but they are generally not as effective in situations that require initiative, creativity, and independent action. Therefore, since externals do best in situations where success depends on complying with the direction or guidance of others, they are less likely to enjoy or succeed in leadership positions.

AuthoritarianismThe belief that power and status differences should exist in an organization is called authoritarianism. Individuals who have a high degree of this personality trait tend to adhere to conventional rules and values, obey established authority, respect power and toughness, judge others critically, and disapprove of the expression of personal feelings. A leaders degree of authoritarianism will affect how the leader wields and shares power. A highly authoritarian leader is likely to rely heavily on formal authority and unlikely to want to share power with subordinates. The new leadership paradigm requires that leaders be less authoritarian, although people who rate high on this personality trait can be effective leaders as well. Leaders should also understand that the degree to which followers possess authoritarianism influences how they react to the leaders use of power and authority. When leaders and followers differ in their degree of authoritarianism, effective leadership may be more difficult to achieve.A trait that is closely related to authoritarianism is dogmatism, which refers to a persons receptiveness to others ideas and opinions. A highly dogmatic person is closed-minded and not receptive to others ideas. When in a leadership position, dogmatic individuals often make decisions quickly based on limited information, and they are unreceptive to ideas that conflict with their opinions and decisions. Effective leaders, on the other hand, generally have a lower degree of dogmatism, which means they are open-minded and receptive to others ideas.Understanding how personality traits and dimensions affect behavior can be a valuable asset for leaders. Knowledge of individual differences gives leaders valuable insights into their own behavior as well as that of followers. It also offers a framework that leaders can use to diagnose situations and make changes to benefit the organization.Values and AttitudesIn addition to personality differences, people differ in the values and attitudes they hold. These differences affect the behavior of leaders and followers.Instrumental and End ValuesValues are fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes, perception, and behavior.18 Values are what cause a person to prefer that things be done one way rather than another way. Whether we recognize it or not, we are constantly valuing things, people, or ideas as good or bad, pleasant or unpleasant, ethical or unethical, and so forth.19When a person has strong values in certain areas, these can have a powerful influence on behavior. For example, a person who highly values honesty and integrity might lose respect and lessen his commitment and performance for a leader who tells little white lies.Although everyone has both instrumental and end values, individuals differ in how they order the values into priorities, which accounts for tremendous variation among people. Part of this difference relates to culture. In the United States, independence is highly valued and is reinforced by many institutions, including schools, religious organizations, and businesses. Other cultures place less value on independence and more value on being part of a tightly knit community. A persons family background also influences his or her values. Values are learned, not inherited, but some values become incorporated into a persons thinking very early in life. Some leaders cite their parents as a primary source of their leadership abilities because they helped to shape their values.Values help determine the attitudes leaders have about themselves and about their followers. An attitude is an evaluation either positive or negative about people, events, or things. As we know, an optimistic attitude or positive outlook on life is often considered a key to successful and effective leadership.Behavioral scientists consider attitudes to have three components: cognitions (thoughts), affect (feelings), and behavior. The cognitive component includes the ideas and knowledge a person has about the object of an attitude, such as a leaders knowledge and ideas about a specific employees performance and abilities. The affective component concerns how an individual feels about the object of an attitude. Perhaps the leader resents having to routinely answer questions or help the employee perform certain tasks. The behavioral component of an attitude predisposes a person to act in a certain way. For example, the leader might avoid the employee or fail to include him or her in certain activities of the group. Although attitudes change more easily than values, they typically reflect a persons fundamental values as well as a persons background and life experiences. A leader who highly values forgiveness, compassion toward others, and helping others would have different attitudes and behave very differently toward the previously mentioned subordinate than one who highly values personal ambition and capability.One consideration is a leaders attitudes about himself or herself. Self conceptrefers to the collection of attitudes we have about ourselves and includes the element of self-esteem, whether a person generally has positive or negative feelings about himself. A person with an overall positive self-concept has high self-esteem, whereas one with a negative self-concept has low self-esteem. In general, leaders with positive self-concepts are more effective in all situations. Leaders who have a negative self-concept, who are insecure and have low self-esteem, often create environments that limit other peoples growth and development.They may also sabotage their own careers. The Leaders Bookshelf further discusses how certain attitudes and behavior patterns can limit a leaders effectiveness and career development.The way in which the leader relates to followers also depends significantly on his or her attitudes about others. A leaders style is based largely on attitudes about human nature in generalideas and feelings about what motivates people, whether people are basically honest and trustworthy, and about the extent to which people can grow and change. One theory developed to explain differences in style was developed by Douglas McGregor, based on his experiences as a manager and consultant and his training as a psychologist.McGregor identified two sets of assumptions about human nature, called Theory X and Theory Y, which represent two very different sets of attitudes about how to interact with and influence subordinates. In general, Theory X reflects the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility. Thus, a supervisor who subscribes to the assumptions of Theory X believes people must be coerced, controlled, directed, or threatened to get them to put forth their best effort. In some circumstances, the supervisor may come across as bossy or overbearing, impatient with others, and unconcerned with peoples feelings and problems. The Theory X leader would likely be task-oriented and highly concerned with production rather than people. Theory Y, on the other hand, is based on assumptions that people do not inherently dislike work and will commit themselves willingly to work that they care about. Theory Y also assumes that, under the right conditions, people will seek out greater responsibility and will exercise imagination and creativity in the pursuit of solutions to organizational problems. A leader who subscribes to the assumptions of Theory Y does not believe people have to be coerced and controlled in order to perform effectively. These leaders are more often people-oriented and concerned with relationships, although some Theory Y leaders can also be task or production oriented. McGregor believed Theory Y to be a more realistic and productive approach for viewing subordinates and shaping leaders attitudes. Studies exploring the relationship between leader attitudes and leadership success in general support his idea, although this relationship has not been carefully explored.

Q3: Vision component of charismatic leaders is very important. Discuss features of such vision and how can this be managed?

ANSWER

The influence of a charismatic leader is also due to internalization of new values and beliefs by followers. It is more important for followers to adopt the leader' attitudes and beliefs about the work they do than merely to imitate superficial aspects of the leader, such as in mannerisms, gestures and speech. To internalize values, attitudes and beliefs of the leader means to accept them as your own. A charismatic leader who can inspire others to accept his/her vision as their own, provides much intrinsic motivation among followers to work toward achieving organizational objectives.Due to their unique relationship with followers, charismatic leaders can be powerful agents of social change. Current theories of charismatic leadership have emphasized primarily the personality and behavior of leaders and their effects on followers, organizations, and society. This emphasis fails to uncover why and how the charismatic leader-follower interaction can generate social change. Our study draws on theories of social meaning to develop a process model of charismatic leadership. Empirical exploration of our model suggests that charismatic leaders employ a set of consistent communication strategies for effecting social change. We have substantial evidence that charismatic leaders behave differently than non-charismatic leaders. Further, we know that charismatic leaders can generate radical social changes, and that the performance of charismatic leaders and their followers tends to exceed that of their non-charismatic counterparts. To date, however, we know very little about the processes by which leaders and followers interact to effect social changes (Meindl, 1992). There is a need to address the following unanswered questions: Why do charismatic leaders adopt certain behaviors? Why do their followers respond in predictable ways to those behaviors? How does the leader-follower interaction generate social change? Facilitating Conditions.Leaders are most likely to be perceived as charismatic under certain conditions: (a) when there is a crisis. Sometimes leaders will create a crisis in order to provide for themselves more favorable conditions for being seen as charismatic. They can do this by increasing subordinate dissatisfaction with current conditions, and presenting convincing arguments why embracing change is mutually beneficial. The change the leader advocates, however, must be tied to a vision that appeals to followers. For example, leaders in Hong Kong who argue strongly for a merger between HKUST and Chinese U. seek to win support for the idea by emphasizing what they consider to be weaknesses and inefficiencies in keeping the two institutions separate. They argue that it is critical for the two institutions to come together for Hong Kong to have a university that can seriously compete internationally. Charismatic leadership influences subordinates to work hard toward achieving organizational objectives by appealing to their self-concept. Charismatic leadership is working when the sense of self-worth of subordinates is increased by behaving in ways that contribute to the leader's mission and objectives.

Indicators of Charisma.We know that charisma is working when followers perceive the leader's beliefs are correct, they are willing to obey the leader, they feel affection for the leader, are emotionally involved in the mission of the group or organization, they have high performance goals, and they believe that they can contribute to the success of the mission.

Key Traits and Behaviors. Firstly, lets deal with traits. Charismatic leaders are likely to have a strong need for power, high self-confidence, and hold strong beliefs and ideals. Now, with regard to behaviors . Charismatic leaders do the following. They.

Articulate an appealing vision Use strong, expressive forms of communication when communicating the vision Take personal risks and make self-sacrifices to attain the mission Communicate high expectations Express confidence in followers Model behaviors consistent with the vision Manage follower impressions of the leader Build identification with the group or organization

Influence Process. Since we know that leaders who get their followers to personally identify with them can increase their influence over followers, it is important to know how leaders can get their employees to personally identify with them. They can do things that make them appear very attractive, heroic and exceptional (articulate an appealing vision, display self-confidence, make self-sacrifices, demonstrate courage and conviction). However, unlike the attribution theory of leadership, which emphasizes identification with the leader (personal identification) as the key motivating force for followers, self-concept theory emphasizes social identification, internalization, and enhancing individual and collective "self-efficacy" (sense of competence). When there is a strong social identification, people take pride in being part of a larger group and mission. They see how their efforts and work roles are related to a larger cause or purpose, making their work more meaningful and important. They put the needs of their work group above individual needs and make self-sacrifices to advance the interests of the group of which they are a part. Social identification of this nature strengthens shared values, beliefs and behavior norms among members of the group. Charismatic leaders increase social identification by relating a follower's self-concept to shared values and role identities associated with the group. Social identification can also be increased by use of slogans ("we're number 1"), symbols (flags, uniforms) rituals (singing, saluting), and ceremonies (initiation of new members), telling stories about past successes etc..Internalization occurs when attainment of tasks objectives becomes a way for followers to express their values and social identities. Charismatic leaders communicate a vision that appeals to follower values, and links these values to task objectives. By emphasizing the symbolic and ideological aspects of the work, the leader makes it more meaningful. Internalization is in full-force when followers come to view their work role as closely tied to their self-concept and sense of self-worth. Motivation to perform tasks to achieve objectives also depends on individual and collective self-efficacy. Self-efficacy refers to the belief that you are competent and capable of achieving difficult task objectives. People with high self-efficacy are willing to put our more effort and persist longer to overcome obstacles to achieving these objectives. Collective self-efficacy refers to the perception of group members that they can accomplish exceptional things by working together. A charismatic leader can increase the self-efficacy of followers by showing confidence in them and celebrating follower accomplishments.The Dark Side of Charisma.There are some potential negative consequences to charismatic leadership. Charismatics tend to make more risky decisions, exposing the organization to greater risk of failure. While optimism is important for charisma, over-optimism makes it difficult for the leader to recognize flaws in the vision. The leader may develop a sense of infallibility, ignoring objective indications that their vision may be flawed or require revision. See Table 9-2 (pg. 252) for other potential negative consequences of charismatic leadership.

Effects of Positive Charismatics.Positive charismatics tend to create many more favorable and lasting outcomes for an organization than do negative charismatics. This is because they have been successful in getting others to internalize the mission, and empowered them to achieve it. However, there can be some drawbacks (negatives). People who are energized, and highly committed to the organizational cause, may simply overwork themselves, to the detriment of their own health, and to their family. The constant stress of a high-achievement work environment, with much social and self-pressure for organizational success can cause health problems (physical and mental) and family problems.

Practical Implications for Organizations.Charismatic leadership is not always required. It is most suitable when radical change in strategy and culture is called for. Such need of radical change is not always present. Also, research has shown that transformational leadership processes (institutionalized within the organization) can bring about significant change in strategy and culture, without the need for a specific charismatic leader as such. Also, sometimes transformational leadership can come from groups of individuals rather than from a single charismatic leader. Q4: Write notes on:(a) Alignment of people(b) Mobilization (c) Satisfaction of human needs

ANSWERAlignment of peopleCreating alignment with your team consists of three components:Contact. You cannot keep your team aligned unless you have frequent contact with them. They are going to do the best with what you give them. If you dont spend time with them, it is inevitable that they are going to make decisions you are uncomfortable with. It is your responsibility to initiate this contact. You can do this through regular one-on-one meetings, staff meetings, and by just walking around1. Communication. Contact is not enough. You have to communicate. Your people cannot read your mind. They need to know what you expect. They need tounderstand the mission and the vision. You need to verbalize it. Over and over again. In addition, if you dont like something, you need to speak upbefore you get into a high stakes situation where dialog is happening in real time.3.Connection. Communication is not even enough. For true alignment to take place, your people have to know and trust your heart. They have to be committed to your success and the success of the team. You may be tempted to think that you are entitled to this by virtue of employing them. Youre not. You can buy their presence, but you cant buy their heart. You must earn it. You can only create a connectionand thus alignmentwhen you open your heart

Mobilization Community mobilization is a process through which action is stimulated by a community itself, or by others, that is planned, carried out, and evaluated by a communitys individuals, groups, and organizations on a participatory and sustained basis to improve the health, hygiene and education levels so as to enhance the overall standard of living in the community.A group of people have transcended their differences to meet on equal terms in order to facilitate a participatory decision-making process. In other words it can be viewed as a process which begins a dialogue among members of the community to determine who, what, and how issues are decided, and also to provide an avenue for everyone to participate in decisions that affect their lives.

Satisfaction of human needs

Human Needs Needs are frequently defined as a lack of something that is required or desired. From the moment of birth to the moment of death, every human being has needs. Needs motivate the individual to behave or act so that these needs will be met, if at all possible.Certain needs have priority over other needs. For example, at times a need for food may take priority over a need for social approval, or the approval of others. If individuals have been without food for a period of time, they will direct most of their actions toward obtaining food. Even though they want social approval and the respect of others, they may steal for food, knowing that stealing may cause a loss of social approval or respect.

Meeting NeedsWhen needs are felt, individuals are motivated (stimulated) to act. If the action is successful and the need is met, satisfaction, or a feeling of pleasure or fulfillment, occurs. If the need is not met, tension, or frustration, an uncomfortable inner sensation or feeling, occurs. Several needs can be felt at the same time, so individuals must decide which needs are stronger. For example, if individuals need both food and sleep, they must decide which need is most important, because an individual cannot eat and sleep at the same time.Individuals feel needs at different levels of intensity. The more intense a need, the greater the desire to meet or reduce the need. Also, when an individual first experiences a need, he/she may deal with it by different actions in a trial-and-error manner, a type of behavior frequently seen in very young children. As they grow older, children learn more effective means of meeting the need, and are able to satisfy the need easily.Q5: Discuss with examples leadership Grid Styles.

Patterns of Organizational Leadership

The type of influence required for effective leadership is not the same for all leaders. Depending on their level in the organization, different cognitive and affective skills are required of leaders. Three basic leadership roles have been identified: origination, interpolation, and administration.

1. Origination.2. Origination refers to strategic decision making regarding policy formulation or structural change. These critical decisions determine the culture and mission of the organization.2.Interpolation. Interpolation refers to interpreting strategic decisions and designing a method for implementing them within the organization. Interpolation includes adapting or supplementing the present structure to new policy directives,3. Administration.Administration consists of implementing the policies and procedures thahave been provided to keep the organization operating efficientlyThese three types of Leadership are typically performed at different levels in the organization and require different abilities and skills, as shown in Exhibit 161. The origination of new programs and policies, which may involve a change in the organizations structure or a reinterpretation of the organizations mission, occurs at the top level of the organization. Individuals at this level must have an understanding of the entire organization and of the ways it interacts with the external environment. Top-level managers symbolize the organization and what it stands for.Authoritarian, Democratic, and Laissez-faire LeadershipThe contrasting political systems in the United States and Germany preceding World War II inspired one of the early classic studies of leadership that compared the effects of three leadership styles: authoritarian, democratic, and laissez.faire.i5 This study involved groups of ten-year-old boys who were organized in groups of five. Each group met regularly after school to engage in hobbies and other activities under the direction of a leader who adopted one of the three styles of leadership. Every six weeks the leaders were rotated among the groups so that each group experienced each type of leadership. The leaders of these groups, who were graduate students in social psychology, were trained to lead the boys using one of three leadership styles. Under the democratic style of leadership, group decisions were made by majority vote in which equal participation was encouraged and criticism and punishment were minimal. Under the autocratic leader, all decisions were made by the leader and the boys were required to follow prescribed procedures under strict discipline. Under the laissez-faire leader, the actual leadership was minimized and the boys were allowed to work and play essentially without supervision.1.Leadership refers to incremental influence and is s-aid to occur when one individual influences others to do something voluntarily that they otherwise would not do. A need for leadership within organizations stems from the incompleteness of the organization design and the dynamic nature of the internal and external environments. Three basic leadership roles include origination of policy and structure, interpolation, and administration.2. The earliest studies of leadership were primarily trait studies that attempted to identify the characteristics of effective leaders. These studies focused primarily on physical traits, intelligence, and personality. Although some personal characteristics were frequently related to leadership, the results were generally weak and often inconsistent. Many studies concluded that the characteristics of the subordinate and the nature of the task were as important as the characteristics of the leader in determining success.

3.A second approach to studying leadership focused on leader behaviorshow leaders actually behave. One of the earliest studies compared three leadership styles: authoritarian, democratic, and laissez-faire. Although democratic leadership created the greatest satisfaction, autocratic leadership created the highest levels of productivity.

4.Research conducted simultaneously at two universities identified two similar leadership behaviors. At The Ohio State University the researchers labeled these two leader behaviors initiating structure and consideration. At the University of Michigan the same two factors were labeled production-centered and employee-centered leader behaviors. These two leader behaviors appear to identify leadership functions essential to the effectiveness of a group. The two Factors have been used to form a matrix called the Managerial Grid which places a concern for production on one side of the grid and concern for people on the other Each dimension is measured on a nine-point scale, and the ideal leadership style is considered to be 9,9, indicating a leader who is high in both dimensions. The research evidence, however, does not consistently support this conclusion.

5.The Failure of leadership research to identify leadership traits or universally superior leader behaviors resulted in the development of four situational theories of leadership. These theories suggest that the most effective leadership style depends upon situational variables, especially the characteristics of the group and the nature of the task.6.Hersey and B1anchard developed a situational leadership model that matched different combinations of task behavior and relationship behavior with the maturity of the followers. As the may of the followers increases, the appropriate leadership style is first telling, then selling, then participating, and finally, for highly mature followers, delegating.

7.The most extensively researched situational leadership theory is Fred Fiedler's contingency theory of leadership. Fiedler used the LPC scale to measure the leaders orientation toward either the task or the person. The most appropriate leadership style was then determined by assessing three situational variables: whether the relationships between the leader and the members were good or poor, whether the task was structured or unstructured, and whether the power position of the leader was strong or weak. When these three situational variables created an extremely favorable or extremely unfavorable situation, the most effective leadership style was a task-oriented (low LPC) leader. However, a leader with a high concern for interpersonal relationships (high LPC) was more effective in situations where there were intermediate levels of favorableness.

8. The path goal model is another situational leadership theory. This theory is derived from expectancy theory and suggests that effective leaders must clarify the goal paths and increase the goal attractiveness for followers. Four distinct leadership styles are proposed in the model: directive, supportive achievement-oriented and participative leadership styles. The most appropriate style depends upon two types of situational factors: the characteristics of the follower arid characteristics of the environment. Three of the most important follower characteristics include the locus of control, authoritarianism, and personal abilities. The three environmental factors include the nature of the task, the formal authority system within the organization, and the group norms and dynamics.

9.Vroom and Yettons normative decision-making model is also a situational leadership theory since it identifies the appropriate styles leaders should use in making decisions. The three leadership styles include autocratic decision making, consultative decision making, and group decision making. The decision titles determining which style is most appropriate include such questions as whether the leader has adequate information to make the decision alone, whether the subordinates will accept the goals of the organization, whether subordinates will accept the decision if they do not participate in making it, and whether the decision willproduce a controversial solution.

10.Although most of the literature on leadership emphasizes the influence of the leader on the group, the influence of the group upon the leader should not be overlooked. The relationship between the leader and the group implies a reciprocal influence. Groups have the capacity to influence the behavior of their leaders by responding selectively to specific leader behaviors. The influence of a leader can also be constrained by several external factors, such as organizational policies, group norms, and individual skills and abilities. Other variables have been found to neutralize or substitute for the influence of a leader, such as the skills and abilities of followers and the nature of the task itself.

Q6: Elaborate features of Path-Goal contingency theory of leadership.ANSWERThe Path-Goal model is a theory based on specifying a leader's style or behavior that best fits the employee and work environment in order to achieve goals (House, Mitchell, 1974). The goal is to increase an employee's motivation, empowerment, and satisfaction so that they become productive members of the organization.Path-Goal is based on Vroom's (1964) expectancy theory in which an individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. The path-goal theory was first introduced by Martin Evans (1970) and then further developed by House (1971).The path-goal theory can best be thought of as a process in which leaders select specific behaviors that are best suited to the employees' needs and the working environment so that they may best guide the employees through their path in the obtainment of their daily work activities (goals) (Northouse, 2013).While Path-Goal Theory is not an exact process, it generally follows these basic steps as shown in the graphic below:1. Determine the employee and environmental characteristics2. Select a leadership style3. Focus on motivational factors that will help the employee succeed

Employee CharacteristicsEmployees interpret their leader's behavior based on their needs, such as the degree of structure they need, affiliation, perceived level of ability, and desire for control. For example, if a leader provides more structure than what they need, they become less motivated. Thus a leader needs to understand their employees so they know how to best motivate them.The four path-goal types of leader behaviors are: Directive: The leader informs her followers on what is expected of them, such as telling them what to do, how to perform a task, and scheduling and coordinating work. It is most effective when people are unsure about the task or when there is a lot of uncertainty within the environment. Supportive: The leader make work pleasant for the workers by showing concern for them and by being friendly and approachable. It is most effective in situations in which tasks and relationships are physically or psychologically challenging. Participative: The leaders consult with their followers by consulting with them before making a decision on how to proceed. It is most effective when subordinates are highly trained and involved in their work. Achievement: The leader sets challenging goals for his followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. It is most effective in professional work environments, such as technical, or scientific; or in achievement environments, such as sales.The leaders' behavior is not set in stone as there are other leadership styles that may be used depending upon the situation. For example, House (1996) defined four other behaviors: Work Facilitation Group Oriented Decision Process Work Group Representation and Networking Value BasedAccording to the Path-Goal theory of leadership, leaders are effective because of their affect on employees motivation and ability to perform. The theory is known as the Path-Goal theory because it describes how the leader influences the employees goals, and the paths to reach those goals. The Path-Goal theory is a useful framework for understanding the effect of a leaders behavior on employee satisfaction and morale. The Path-Goal theory offers useful insights that would be helpful in guiding the behavior of managers in different situations. The Leaders strategic function is to increase the employees motivation to perform. In other words, the function of the leader consists in increasing the benefits to the employees for reaching well defined goals, and removing the road blocks on the paths to these goals. House and Mitchell (1974) describe four styles of leadership: Supportive leadership

Q7: Discuss all methods of empowerment of group members by giving examples.ANSWERSBelow are some points to follow for the empowerment of a group or team members.1. Share Your VisionThe Bible says, Where there is no vision, the people perish. The same holds true for your business. Let your team know where you want your organization to go, and share that vision often. Theyll become excited about hitting goals and reaching for the stars alongside you. As with anything in life, there will be changes to your vision, so keep your team constantly updated as you adjust where you want to go. 2. Stop MicromanagingWhats the quickest way to stifle creativity, lower morale and generally make your team members miserable? Hover over everything they do. A micromanager is the person who does not have enough self-confidence to release tasks or concepts when integrity and competency have been proven repeatedly, Dave says.There is only one good time to micromanagewhen someone first joins your team. After they have been trainedand they have proven their integrity and competencyits time to let them fly.3. Enhance Their SkillsAs a business owner, one of the greatest investments you can make is in your team, especially when it comes to personal development. If possible, pay for additional training or education. Dave reimburses a certain amount each year for the cost of a class a team member passes. He values education and the positive impact it has on his team, even if it allows them to move on to another job. If you are not to that point financially, you can still help your team improve themselves. Try: Offering lunch and learn classes, and invite guest speakers to talk with your team over a brown-bag lunch. Developing a mentorship program, where team members can work with leaders to improve their skills.4. Brag on ThemEvery individual around you, from your closest leaders to the person answering the phone, yearns to be appreciated. So brag on them every chance you get. It can launch even the most educated, sophisticated, high-level person into the stratosphere and send confidence levels through the roof.One of the first steps in becoming a true EntreLeader is to recognize that your team is your most valuable resource. With them, the skys the limit.

Q8: Discuss any four essentially ethical influence tactics and any two unethical influence tactics of leaders.

ANSWERS

The ability to influence others is crucial in your career and in management and leadership. When being interviewed for a position, you use influence to demonstrate you are the best candidate for the job. When signing a new client, you use influence to convince them you can deliver better than the competition. When you are a manager, you use influence to motivate your employees to bring their best. And when you lead a team, you use influence to set the strategy and get everybody on board.Here are a four of the most effective ways we can influence others:

Rational/Logical Persuasion presenting the facts and laying out an argument is perhaps one of the most common and most accepted methods of influence in business. It generally includes emphasizing the positive benefits of a course of action. This method is most often used upward, such as making the case for the feasibility of a certain initiative to your boss or proposing plan objectives to your Board or executives. The only problem is, people dont act with logic all or even most of the time. So unfortunately this method does have its limits. Inspirational AppealInspiration is most often used by your stereotypical transformational leader in a downward fashion to influence high performance in a team. The leader effectively links the desired activity or outcome to a set of values and ideals that is honored by the group. This appeals to emotions, a primary driver of motivation. An example is when an incoming leader communicates their vision for future success and by doing so, not only gains support, but also sparks enthusiasm for major changes. Inspiration often requires modeling behavior and setting an example for others to follow. ConsultationA fancy word for advice-seeking, you use consultation when you know what you want to do, but request input on how to do it. Consultation works because when someone provides input, they become more committed to the initiative. They feel involved and are more intrinsically motivated to take action that will ensure success. The tricky part is that you cant be manipulative about it. Most people will catch on if you use consultation as a means to pursue an agenda rather than a sincere conversation. So, yes, it is an influence tactic but only when not it is not meant to be used as an influence tactic. Collaborationwhen you think of collaboration you probably dont consider it an influence tactic at first, but you can think of collaboration as the inverse of consultation; rather than seeking advice, you offer assistance. This is most often used downward or even laterally when one wants to convince someone to do something that is difficult or nonroutine. You gain their commitment to complete a certain task and in support, you can offer help them directly of provide resources. Collaboration can also be a common partnership model between two complementary teams or companies. The decision to collaborate is usually reached mutually.

Q9: Team work has no many advantages. Discuss such advantages with examples.

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The benefits of Team workWhatever form the group work takes on your course, the opportunity to work with others, rather than on your own, can provide distinct benefits.1. Increased productivity and performance: groups that work well together can achieve much more than individuals working on their own. A broader range of skills can be applied to practical activities and sharing and discussing ideas can play a pivotal role in deepening your understanding of a particular subject area. 2. Skills development: being part of a team will help you develop your interpersonal skills such as speaking and listening as well as team working skills such as leadership, and working with and motivating others. Some of these skills will be useful throughout your academic career and all are valued by employers. 3. Knowing more about yourself: collaborating with others will help identify your own strengths and weaknesses (for example, you may be a better leader than listener, or you might be good at coming up with the 'big ideas' but not so good at putting them into action). Enhanced self-awareness will both help your approach to learning and will be invaluable when you come to write your CV or complete job application forms.In order to maximise these benefits, you will need to manage your group work effectively.

The benefits of teamwork include increased efficiency, the ability to focus different minds on the same problem and mutual support. Many organizations rely on teams. Universities and colleges have included team communication and team management in their courses of study. There are many benefits to teamwork. Some of these include: Better Outcomes: Teamwork can lead to better business outcomes because the team can bring more resources to bear against a challenge and there is more oversight to reduce risk of poor individual contributions. For example, in healthcare teamwork is associated with increased patient safety. Efficiency: When a team is able to work well together they accomplish more than individuals can do alone. This helps a company save money while being more competitive in their market. Better Ideas: A good team is made up of diverse members. When these members apply different skills to the same problem, they come up with a more effective solution than one person working on the same problem. Mutual support: When teams work well together they are supportive of one another. Mutual support can encourage people to achieve goals they may not have realized they could reach on their own. Sense of Accomplishment: When members of a team work to achieve specific goals, there is often a greater sense of accomplishment than what an employee may feel when working on their own. In order for teamwork to achieve these benefits, individual members must work well together. They need to be able to put thoughts of their own accomplishments aside to work for the benefit of the team. Q10: Discuss how behaviors of group members can be modified. Give examples.

ANSWERImagine that you've brought together the brightest people in your department to solve a problem. You had high hopes for the group, so you feel frustrated when people can't come to a decision.Several factors are holding the group back. To start with, one person is very critical of colleagues' ideas. You suspect that her fault-finding is discouraging others from speaking up.Another has hardly contributed to the sessions at all. When asked for his opinion, he simply agrees with a more dominant colleague.Finally, one group member makes humorous comments at unhelpful times, which upsets the momentum of the discussion.These are classic examples of poor group dynamics, and they can undermine the success of a project, as well as people's morale and engagement.In this article, we'll look at what group dynamics are, and why they matter. We'll then discuss some examples of poor group dynamics, and we'll outline some tools that you can use to deal with them.A group with a positive dynamic is easy to spot. Team members trust one another, they work towards a collective decision, and they hold one another accountable for making things happen. As well as this, researchers have found that when a team has a positive dynamic, its members are nearly twice as creative as an average group. In a group with poor group dynamics, people's behavior disrupts work. As a result, the group may not come to any decision, or it may make the wrong choice, because group members could not explore options effectively.

Q11: Elaborate characteristics of creative leaders and how one can enhance creativity?

ANSWERAs per my understanding and research, I believe below are the characteristics of creative leaders.1. Creative leaders may be somewhat (or very) rebellious, but in a good way, if that makes sense. Theyre rebellious in that they tend to be uncomfortable with traditional rules and conventions. They want to do new things, or at least old things in new ways. What Im not saying: Creative leaders get to be obstinate jackasses2. Creative leaders are ambitious, but in any number of ways. Ambition can take many forms; some of them attractive, others, not so much. It could be influence, team success, need for recognition, need for adulation, etc. 3. The make associations others wouldnt. You might see this especially clearly when creative leaders have locked their minds on some dilemma or quandary. Theyre imaginative, sometimes playful, and general have oodles of ideas, many of which leave you scratching your head wondering if they were serious or not. And then three seconds later you realize they might be accidentally brilliant4. Details, deatils. Sometimes creative folks may need to some help from the more put-together among us to actually fill in the details and take a project all the way across the finish line because Mr. Rollercoaster hopped in line for a different ride already before that annoying teenager gave him permission to unbuckle from the one he was on5. They want to kick ass (when theyre not being moody little beyonces as mentioned above). Their creativity is often kicked into gear because theyre trying to accomplish something, solve a problem. They feel a need a real need to find a way to solve a thing once theyve put their mind to it. 6. Mental stamina. Related to the above, they can have bursts of creative mental energy that allows them to focus for extended periods of time on a given conundrum or preoccupation 7. Theyre like gymnasts. Yes, its true. Creative leaders have a propensity to don grown-up singlets and prance around the house every third weekend. Im kidding. (I hope) Theyre often flexible. They tend to roll with the punches and adapt as theyre rolling. Many times theyll be able to see different aspects of issues and will throw out options that sound ridiculous at first, but then.boom. Oh? The situation just changed? Woohoo! Another chance to be creative

Q12: Discuss advantages of managing cultural diversity in a multicultural organization

ANSWERMost organizations have realized that diversity exists and that the culture of any organization must pay attention to the needs of a set of every diverse employee. In short, many managers are grappling with how to make their corporate culture more in tune with the issues of multiculturalism. Managing the issues of diversity and multiculturalism is crucial to organizational success. Professor Taylor Cox of the University of Michigan has suggested six arguments, to support his belief that managing cultural diversity can improve organizational performance. The cost argument says that if organizations do a poor job in managing multicultural issues they will have higher costs. The revolving door syndrome is expensive. When women and minorities leave the organization gets no return on the investment it has made in them. In addition if multicultural issues are not managed well, then people are not as comfortable as they could be in the work environment and they spend time and energy worrying about discrimination, harassment, and other issues rather than their jobs. The resources acquisition argument says that companies that handle multiculturalism well will have an advantage over other companies in hiring multicultural workersan increasingly important advantage in an era of Workforce 2000 demographics. The best places to work for women and African Americans has been positive for companies listed, including Merck, Xerox, Syntex, Hoffman LaRoche, and Hewlett Packard. The marketing argument says that organizations that manage multicultural issues well have an insight into markets consisting of minority group members and women. Markets too, are diverse, and cultural issues have some effect on the buying decisions of customers. Today is successful precisely because it has a variety of people from different cultural backgrounds involved in daily news meetings. The creativity and problem solving arguments old that groups of people from diverse backgrounds can be more creative than groups with homogeneous backgrounds, and are better at solving problems. However, steps must be taken to realize these benefits; in particular, team members must become aware of possible attitude differences in others. And there must be a core of shared beliefs or shared values around which people can express their differences.Finally, the system flexibility argument says that the ability to manage diversity increases the adaptability and flexibility of an organization. External and internal issues can be responded to more quickly. In addition, to manage diversity successfully, an organization must questions outdated policies and procedures that emerged in days when multiculturalism was not a large concern for the organization. Arguments for managing Cultural Diversity:Cost Argument: As organizations become more diverse the cost of a poor job in integrating workers will increase. Those who handle this well will thus create cost advantages over those who dont.Resources Acquisition Argument: Companies develop reputations in favorability as prospective employers for women and ethnic minorities. Those with the best reputations for managing diversity will win the competition for the best personnel. As the labor pool shrinks and changes composition, this edge will become increasingly important.

Marketing Argument: For multinational organizations, the insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve these efforts in important ways. The same rationale applies to marketing to sub-populations within domestic operations. Creativity Argument: Diversity of perspectives had less emphasis on conformity to norms of the past (which characterize the modern approach to management id diversity) should improve the level of creativity. Problem solving Argument: Heterogeneity in decision and problem solving groups potentially produces better decisions through a wider range of perspective and more thorough critical analysis of issues.System Flexibility Argument: An implication of the multicultural model for managing diversity is that the system will become less determinant, less standardized, and therefore more fluid. The increased fluidity should crate greater flexibility to react to environmental changes (i.e. reactions should be faster and at less cost).