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What are the different types of leadership styles in business?
AnswerLeader Types: Autocratic Leader: leader has absolute power and listens to no one else (dictator).Bureaucratic Leader: does everything by the book insuring the staff follow all procedures exactly.Transformational Leader: is a true leader and leads to inspire their employees and team.Laissez-faire Leader: leaves their employees alone to decide for themselves, they are usually surrounded by a skillful team of employees.Democratic Leader: invites other employees and team members to come up with decisions and relies on an agreement between everyone of what is best.AnswerLeader Types: Autocratic Leader: leader has absolute power and listens to no one else (dictator).Bureaucratic Leader: does everything by the book insuring the staff follow all procedures exactly.Transformational Leader: is a true leader and leads to inspire their employees and team.Laissez-faire Leader: leaves their employees alone to decide for themselves, they are usually surrounded by a skillful team of employees.Democratic Leader: invites other employees and team members to come up with decisions and relies on an agreement between everyone of what is best.Agentic Leadershipderives from the term Agency. This leadership style is generally found in the business field by a person who is in control of subordinates. This person demonstrates assertiveness, competitiveness, independence, courageousness, and is masterful in achieving their task at hand.Types of leadership stylesAutocratic LeadershipAutocratic leadership is an extreme form of transactional leadership, where leader has absolute power over his or her employees or team. Employees and team members have little opportunity for making suggestions, even if these would be in the team or organization's interest.Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover. For some routine and unskilled jobs, the style can remain effective where the advantages of control outweigh the disadvantages.Democratic Leadership or Participative LeadershipAlthough a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving employees or team members in what's going on, but it also helps to develop people's skills. Employees and team members feel in control of their own destiny, such as the promotion they desire, and so are motivated to work. Hard by more than just a financial reward.As participation takes time, this approach can take more time, but often the end result is better. The approach can be most suitable where team working is essential, and quality is more important than speed to market or productivity.Laissez-faire LeadershipThis French phrase means "leave it be" and is used to describe a leader who leaves his or her colleagues to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters. Unfortunately, it can also refer to situations where managers are not exerting sufficient control.Bureaucratic LeadershipBureaucratic leaders work "by the book", ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash handling)BY ABHISHEK
How can organizations develop effective leaders?
Developing leaders and leadership in organizations HGSE Professor David PerkinsEducational leaders are increasingly looking at lessons learned in other industries to inform their leadership strategies. The Learning Innovations Laboratory (LILA) is a research initiative at Project Zero at the Harvard Graduate School of Education, led by principal investigator David Perkins, Professor of Education. LILA is a collaborative learning community of business leaders and Harvard researchers whose members include executives from diverse organizations, including the US Army, the World Bank, Cisco Systems, Raytheon, Humana, YMCA, and Deloitte.What challenges are we likely to face in developing leadership in organizations? What steps should organizations take to improve the effectiveness of their leadership development initiatives? In this piece, the LILA contributors suggest that successful leadership development hinges on (1) Focusing on the development of leadership, not individual leaders; (2) Distributing leadership responsibility throughout an organization; (3) Embedding leadership development in the context of people's work; and (4) Assessing your organization's capacity for, and immunity to, leadership development."Are we witnessing the end of leadership?" asks LILA principal investigator David Perkins. With this provocative question, Perkins suggests that the voluminous and ever-growing body of leadership research has invested this term with so many (often conflicting) meanings that it may have lost much of its utility.In his book, King Arthur's Round Table (2003), Perkins identifies four different patterns or "archetypes" onto which the many nuanced varieties of leadership might be mapped:Answer-Centered Leadership. Declares what's to be done and why. Answer-centered leaders provide direction from the top of an organization.Vision-Centered Leadership. Offers a strong energizing vision about the general direction of an organization, along with great personal commitment.Inquiry-Centered Leadership. Fosters inquiry at various levels through questions, facilitation, and establishing community and organizational structures supportive of inquiry.Leadership by Leaving Alone. Leaves people alone to find their way. This Darwinian approach reveals the personnel who have what it takes to survive and assume roles with increasing responsibility.Despite the lack of consensus about what constitutes leadership, organizations generally agree on one point - there isn't enough of it. The ongoing obsession with the leadership theme reflects the widespread belief that developing leaders and leadership is a sure means of transforming organizations for the better.So, leadership development matters - but how do we engage in it successfully? LILA's members and researchers explore this question via in-depth discussions of their own organizational experiences. These discussions have yielded rich insights and practical suggestions that can be distilled into four principal injunctions:1. Focus on developing leadership, not individual leadersIn spite of the proliferation of competing theories of leadership, the most popular leadership development publications and programs reinforce the ideal of the "leader as individual hero" - the strong-willed, charismatic chief executive who personifies an organization and its success. The celebrity CEO makes decisions at the top of a hierarchical, command-and-control structure. In such organizations, leadership development entails selecting a subset of personnel for special training that will make these individuals "leaders" - irrespective of the contexts and web of relationships in which they operate. This model of leadership development is simplistic; it errs in conceiving of leadership as a property of a few, select individuals, rather than as an input into a variety of situations. LILA's contributors encourage us to think of leadership as a product of the relations that exist between people in an organization. Nicolas Gorjestani, Chief Learning Officer at the World Bank, cites the need to develop a new set of "behavioral competencies" at the Bank - competencies that have not traditionally been associated with the "charismatic individual" model of leadership.Gorjestani identifies these key competencies as humility, empathy, curiosity, listening, hearing, and patience. By cultivating such competencies in teams and across organizations, leadership is expressed as enabling - as allowing the valuable talents and contributions of others to emerge - rather than as dictating to others or compelling imitation of one's own behavior. Speaking to this distinction, Linda Hill of the Harvard Business School advocates asking the question, "Am I creating a context where others can lead?" rather than the question, "Am I leading?"2. Distribute the responsibility for leadership throughout your organizationTraditionally, leadership development programs have been targeted at executives and managers who occupy nominal positions of authority and exhibit leadership "potential." In a fully adaptive, successful organization, leadership is expressed when an individual plays one of several roles that, collectively, ensure the effective functioning of that organization. John Clippinger, a scholar of distributed leadership at the Harvard Law School, proposes that these include (but are not limited to) the following "archetypal" leadership roles: The Exemplar. The role model that others imitate; exemplifies the assessment criteria and sets the standards for becoming a member of a network; important in setting the tone and culture of the organization.The Gatekeeper. Understands the criteria for being included, retained, elevated, and excluded from a network; decides who is in and who is out; denies admittance to, and weeds out, those who fail to meet the standards of the network.The Visionary. Determines what is limiting about the present and shows what is possible for the future; imagines new possibilities and plays a critical role in moving the networked organization in new directions.The Truth-Teller. Keeps the network honest; identifies half-truths, cheaters, liars, and spinners in the networked organization; exemplifies independence, transparency, accuracy, and candor in the face of tremendous pressure.The Fixer. Knows how to get things done; pragmatic and results oriented; creative in solving problems, and often bends rules and works through informal networks.The Connector. Participates in multiple social networks; has numerous friends, contacts, and connections; critical to identifying and accessing new resources and helping get a message out.The Enforcer. Uses coercion and pressure (perhaps physical, but more likely peer or psychological) to compel adherence to rules and network standards.The Facilitator. Creates sub-networks or communities that provide network value and benefit an entire group; plays the role of a "community coordinator" in communities of practice; vital to coordinating and enabling other actors and decision-makers.It is necessary for every individual within an organization to be encouraged to exercise leadership from time to time, under circumstances where their particular knowledge, skills, and circumstances make it advantageous to do so. Consequently, leadership development initiatives must encourage people to think in terms of alternating between leader and follower roles.3. Embed leadership development in work processes, rather than in leadership trainingThe idea that leadership is a property of organizational networks - and that every person within a structure can, and should, play leadership roles - has profound implications for leadership development. David Perkins and Linda Hill suggest that leadership development is most effective when personnel are encouraged to learn from "real world" problems and challenges presented by their jobs. Effective leadership development does not happen in a vacuum, or in a classroom, but in the flow of engaging work. It is a process, not an event. 4. Assess your organization's capacity for (and immunity to) leadership developmentOrganizations often leap into leadership development initiatives without assessing their capacity for, and resistance to, such programs. LILA members caution against the development of an "avoidance culture;" organizations that start new initiatives in order to avoid following through on prior initiatives are exhibiting the signs of an avoidance culture. David Perkins refers to the "idea-action gap" - the inability of many organizations to follow through on avowed commitments to change-oriented programs, such as leadership development.Leadership initiatives often fail because their proponents fail to recognize, and locate the sources of, unacknowledged commitments that compete with their new, expressed commitments. An expressed commitment to more distributed leadership may, for example, conflict with a deeper, hidden commitment to preserving decision-making autonomy at the top of an organization as a bulwark against the erosion of senior managements' status and rewards.Excerpted with permission from "Developing Leaders & Leadership in Organizations," by David A. Cole, LILA Insights, July 2005.
What season of the office did Michael leave dewight in charge?
In the season 3 finale, The Job, Michael leaves for his job interview to New York City and leaves Dwight in charge.
How would you ensure that everyone was involved in the planning and decision making process?
Before you start make sure that you are very clear on what you need to achieve. Hold a brainstorming meeting first to share the problem and then collect all the ideas, constraints and issues (risks and opportunities) to come up with a plan, then when you and the relevant stakeholders are happy with the result (good idea to have a preferred option and then some other options), send it out for review and comment (so you can collect changes from people who can't attend the next meeting) and then after week call a final decision making meeting that nobody leaves until a decision is made that everyone buys into - they may not agree with it, but makes sure everyone understands that this is the most appropriate course of action that everyone/the majority agree on. Make sure you have minutes for that final meeting - you may need them in future.
What is the mission statement of Johnson and Jonson?
The Johnson and Johnson mission statement is, "We will delight our consumers, treating each person who contacts us as if they are our only consumer, providing them with a response which is evidence of our interest and that leaves them with the clear understanding that they are important to us." Their statement makes it clear that their customers are the priority.
How do you write letter to subordinates about taking too many leaves?
ahmed mulla
What are the different types of leadership styles in business?
AnswerLeader Types: Autocratic Leader: leader has absolute power and listens to no one else (dictator).Bureaucratic Leader: does everything by the book insuring the staff follow all procedures exactly.Transformational Leader: is a true leader and leads to inspire their employees and team.Laissez-faire Leader: leaves their employees alone to decide for themselves, they are usually surrounded by a skillful team of employees.Democratic Leader: invites other employees and team members to come up with decisions and relies on an agreement between everyone of what is best.AnswerLeader Types: Autocratic Leader: leader has absolute power and listens to no one else (dictator).Bureaucratic Leader: does everything by the book insuring the staff follow all procedures exactly.Transformational Leader: is a true leader and leads to inspire their employees and team.Laissez-faire Leader: leaves their employees alone to decide for themselves, they are usually surrounded by a skillful team of employees.Democratic Leader: invites other employees and team members to come up with decisions and relies on an agreement between everyone of what is best.Agentic Leadershipderives from the term Agency. This leadership style is generally found in the business field by a person who is in control of subordinates. This person demonstrates assertiveness, competitiveness, independence, courageousness, and is masterful in achieving their task at hand.Types of leadership stylesAutocratic LeadershipAutocratic leadership is an extreme form of transactional leadership, where leader has absolute power over his or her employees or team. Employees and team members have little opportunity for making suggestions, even if these would be in the team or organization's interest.Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover. For some routine and unskilled jobs, the style can remain effective where the advantages of control outweigh the disadvantages.Democratic Leadership or Participative LeadershipAlthough a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving employees or team members in what's going on, but it also helps to develop people's skills. Employees and team members feel in control of their own destiny, such as the promotion they desire, and so are motivated to work. Hard by more than just a financial reward.As participation takes time, this approach can take more time, but often the end result is better. The approach can be most suitable where team working is essential, and quality is more important than speed to market or productivity.Laissez-faire LeadershipThis French phrase means "leave it be" and is used to describe a leader who leaves his or her colleagues to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters. Unfortunately, it can also refer to situations where managers are not exerting sufficient control.Bureaucratic LeadershipBureaucratic leaders work "by the book", ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash handling)BY ABHISHEK
Can you be a gym leader in pearl?
Sure you can. In ruby, the third gym leader leaves his gym.
What actions does a leader do when a soldier leaves a disc in the computer overnight?
Leader try to make him correct for next times.
Who will be the leader of Super Junior after Leeteuk leaves for the army?
Yesung or Kangin! But, if Heechul is going to be discharge before Leeteuk leave, he will be the leader.
Who will lead nexus after cm punk leaves?
David Otunga is gonna be the new nexus leader because he looks like the leader type NOPE Nexus is disbanding
Does the Jewish Reconstructionist Federation permit same-sex marriage?
Yes. The leadership has approved it but leaves the choice to each individual rabbi.
Where to find the gym leader of eterna city in Pokemon pearl after she leaves the gym?
you find her in the old chateau
Who finds Bella in the woods after edward leaves?
Sam Uley leader of the werewolves, spooky............... Hope this helps!:)xoxo
In Pokemon Pearl how do you get the hearthrom gym leader to be at the gym?
You have to go to the contest hall and she will be there. Then she leaves and now you can challenge her at the gym.
The patrol leader will leave the assistant patrol leader a 5 point contigency plan before pl leaves to make final coodination which item would be on that plan?
What to do upon enemy contact
Who becomes leader after Gandalf leaves the expedition?
If you are referring to The Hobbit, then Thorin.But, if you are referring to The Lord of the Rings, then that would Aragon.
