1. Describe the components of an effective leadership and management style (be s
ID: 447817 • Letter: 1
Question
1. Describe the components of an effective leadership and management style (be sure to explain what type of organization and the differences (if any) between leadership and management styles), evaluating how working in a global economy may impact the function of the organization.
2. Evaluate how leaders’ communication styles, including how they use technology to communicate, create and have impact upon effective organizations in a globalized environment.
3. Assess the principles of effective, ethical, and innovative leadership and management.
4. Examine decision-making and problem-solving processes needed for effective organizations.
5. Discuss the importance of diversity in all its forms in an organization and provide specific examples/scenarios.
6. Suggest a leadership approach, based on theory, that could contribute to organizational effectiveness and include a rationale and justification for your choice.
Explanation / Answer
Answer 1: Below are the componenets of an effective leadership and management style
Honesty and Integrity
Both Managers and leaders possess honesty and integrity, but their way and levels are different. Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency. Great leaders create an organizational culture built on these two core values and hold all employees accountable to them. Without honesty and integrity as fundamental cornerstones of an organization, they will rarely succeed long term. And creating such a culture starts at the top of the organization. Everyone watches the leader and takes their cues as to what is acceptable behavior.
Self Awareness
The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. A leader must understand their own strengths and weaknesses. All of us have faults and instinctive behaviors that produce unintended results and/or consequences. It is critical for a leader to really know themselves, admit their shortcomings and ask for their help in addressing them. This demonstrates humility and humanizes the leader. No one is perfect and if a leader acts like they are, they will lose credibility and trust. In the worst case they will be seen as arrogant and intimidating.
Vision
The manager focuses on systems and structure; the leader focuses on people. The manager has a short-range view; the leader has a long-range perspective. Outstanding leaders see the whole picture and do not get too focused on specific tasks or initiatives. They have deep knowledge of related industries/organizations and are seen as strategic thinkers. They often have strong networks and consistently identify important trends early in their life cycle. They are very good at communicating a vision of the future and getting organizational buy-in.
Courage
The manager accepts the status quo; the leader challenges it. An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'. To have courage requires confidence. The best leaders are very confident in themselves and their ideas, which allows them to be decisive. But, they must be able to exude that confidence without conveying arrogance or intimidation! Great leaders have the ability to make tough decisions and are willing to take risks, even when conventional wisdom would dictate otherwise. They must be willing to stand alone if they believe in their convictions. This is directly related to their visionary skills, strategic thinking and their self confidence.
But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
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