Final Exam Guide Essay Example for Free

Final Exam Guide EssayQuestion 1 How would you define prospered leading? What standard do you apply when evaluating leadership success? Is it possible to predict success based on nerveal cultures or other factors? Provide examples to bread and butter your answer.SolutionSuccessful leadership is the ability to reassign and coordinate the energy of the group to attain the sweard goals of the p arntage. It is the capacity to motivate and inspire followers to go beyond the distance of their perceived limitations, to rise to the challenges of the task at hand, and to seek out innovative and tonic solutions. In a word, success leadership is empowering. As Eleanor Roosevelt once said, A good leader inspires passel to have arrogance in the leader a great leader inspires pile to have confidence in themselves. A no-hit leadership screw be evaluated by the following standards a) Example A successful leader leads by example, which is the key to authentic leadership. This is dem onstrated by working hard, making unwieldy decisions, taking risks, and personal sacrifices. b) Integrity There atomic number 18 no shortcuts to success. A successful leader is honest, adept and uncompromising on his or her work and business ethics.c) Solid goals A successful leader has impregnable goals and direction, which argon communicated to the team up. The leader makes the team identify and take ownership of the businesss goals in recount 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 best chance of success by knowing and understanding the impediments, competition and risks present in an endeavor. e) Autonomous A successful leader provides for autonomy by empowering the members to think, innovate 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 pa ssel want to proud of their work. However, high expectation does not mean perfection. Rather, it is larn through experience and errors, and existence accountable for ones mistakes.g) Humility A successful leader knows the value ofteamwork and gives credit where it is due. lead is not about personalities it is about directing the groups efforts toward the completion of an endeavor. h) Execution A successful leader has the discipline to get things done. He or she can bridge the gap between supposition and actual 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 hot seat 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 run leader, an institution builder, and an IT legend. He empowered his executives, management team and workers. He encouraged and nurtured leadership qualities in the disposal through mentoring and training. He institutionalized ethical values of honesty and integrity throughout the government activity. Question 2 What manners exist to develop leaders in an organization? What methods does your organization engage? Why? Have whatsoever methods been counterproductive? In what ways? SolutionThere are dissimilar approaches to leadership development in an organization that will be briefly describes as follows 1) Formal Development Programs In its basic cast of charactersat, a formal program consists of a classroom seminar covering basic theories and principles of leadership. It can be in the form of a tailored development program fitted to serve the take ons 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 cons istently collecting assessments of a persons performance from different sources, which typically consists of supervisors, peers, subordinates, customers, and other stakeholders. 3) Executive coaching job This method is defined as a practical, goal-oriented form of personal and one-on-one learning. Coaching is usually employ 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 giving them a variety of job assignments that will expose them to different work environments hence, it allows them to adapt, and decease betterstrategic thinkers. 5) Mentoring Mentoring programs typically pair a senior and a junior manager, but wedlock can also occur between peers. Mentoring involves advising and passing on lessons in condition(p) from the senior to the junior partner. 6) Networking any(prenomina l) organizations include development activities intentional to foster broader individual networks for better connection with partners in a international 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) reach Learning This is a project-based learning method characterized by a continuous process of learning and reflection, aid by colleagues, and with an emphasis on getting things done. This method connects individual development to the process of helping organizations suffice to major business problems. 9) Outdoor Challenges This is a team-building experience in an outdoor or wilderness setting, designed to ove rcome 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 hold in the actual transfer of competencies, the formal program serves as a shell under which various development methods are in collectived.Hence, the formal program is structured by combining theoretical learning and problem-based learning. Then, a 360-degree feedback is given(p) to each participant, which serves as a basis for an in-depth reflection. For most people, the 360-degree feedback is onerous to handle for several reasons. The firsthand reason is an inherent resistance to switch. Another reason is the overwhelming amount of data, which can be complex, inconsistent, and difficult to interpret and translate into an action or style that can correct a given problem. sheer knowledge and acceptance of ones developmental needs are not enough to develop about salmagundi. 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 blind 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 corruption 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 investigating revealed that hundreds of employees, spear percentage pointed by sec 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 trial judge described the scandal as a blatant disregard of business ethics and a systematic practice of organized irresponsibil ity that was implicitly condoned by management.The scandal resulted to the sledding of Siemens top executives, including then CEO Klaus Kleinfield, who was later convicted of corruption, placed on probation for 2 years, and fined 160,000 Euro for his complicity. Hans-Werner Hartmann, who was the account head in the companys telecommunications arm, was also placed on probation for 18 months and fined 40,000 Euro. The scandal cost Siemens around 2.5 billion Euro to pay for fines, reparations and damages. The firm was also barred from dealings 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 in spite of appearance Siemens were identified as follows an aggressive growth strategy that compelled managers to resort to bribes in order to concern performance targets a complex and matrix-like organizational structure that allowed divisions to ope rate independently, with no established checks and balances poor accounting processesa corporate culture openly tolerant of bribes.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. eon participative management seems like a utopian ideal, leaders face many obstacles in its efficacious implementation. oneness obstacle is encouraging the participation of employees in the managerial process of planning and making decisions. Employees may not fully participate due to pretermit 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. tuition 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 volume 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 an d actions. Leaders cannot solve these obstacles alone these require the concerted effort of the entire organization.However, leaders can take 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 consider 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 issues. It is harder to ensure confidential information stays within the organization when more people are involved in managerial decisions. This confiden tial information can include patents, and product query and development. Leaders can address this obstacle by motivating employees to 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(prenominal) 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 agai nst the way change is presented,cynicism and lack of trust,and threats to vested interest.In order to overcome resistance to change, leaders can involve workers in the change process by openly communicating about the need for change, providing consultation to alleviate employees fears, and being naked 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 trine-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, rather 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-o ne discussions, presentations to groups, memos, reports, company newsletter, seminars, and demonstrations. These activities are designed to educate 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.