2.

hghjhj
Distinguish between managementneeded
and leadership?
results; allocating
the resources necessary to
make those needed results
Activity
happen.
Creating an agenda

Developing
a
human
network for achieving the
agenda

Organizing and staffing.

Establishing some structure
for accomplishing plan
requirements, structure with
individuals,
delegating
responsibility and authority
for carrying out the help
guide people, and creating
methods or system to
monitor implementation
Controlling and Problem
solving. Monitoring results
versus planning in some
detail, identifying devotions,
and them planning and
organizing to solve these
problems.

Executing plans

Outcomes

Products a degree of
predictability and order and
has the potential to produce
consistently major results
excepted
by
various
stakeholders (for example,
for customers, always being
on time, for stakeholders,
being on budget)

Management
Planning and Budgeting.
Establishing detailed steps
and timetables for achieving

Leadership
Establishing Direction:

3. What are the ingredients of leadership? Elaborate those.

Developing a vision of the

future, often the distant
future and strategies for
producing
the
changes
needed to achieve that
vision.
Aligning
people.
Communicating
the
direction by words and
deeds to everyone whose
cooperation may be needed
to influence the creation of
teams and coalitions that
visions and strategies and
accept their validity.

Motivating and Inspiring.

Energizing
people
to
overcome major political,
bureaucratic and resource
barriers by satisfying very
basic, but often unfulfilled
needs.
Produces Change.
Often to a dramatic degree,
and has the potential to
produce extremely useful
change (for example, new
products that customers
want, new
approaches to
labor relations that help
make
firm
more
competitively.

Answer:
Every group of the people that performs near its total capacity has some person as its head who is
skilled in the art of leadership. This skill seems to be a compound of at least four major
ingredients:
1. The first ingredients of leadership is power .The nature of power and the difference between
power and authority .The ability of individuals or group to induce or influence the beliefs or
actions of other person or groups.
2. The second ingredients of leadership is a fundamental understanding of people. A manager or
any other leader who at least knows the present stage of motivation theory and who understands
the element of motivation is more aware of the nature of and strength of human needs and is
better able to define and design ways satisfying them and to administer so as to get the desired
responses.
3. The third ingredients of leadership is the rate ability to inspire followers to apply their full
capabilities to a project. While the use of motivators seems to center on subordinates and their
needs, inspiration comes from group heads, who may have qualities of charm and appeal that
give rise to loyalty, devotion, and a strong desire on the part of followers to promote what leaders
want. This is not a matter of needs satisfaction; it is, rather, a matter of people giving unselfish
support to chosen champion.
4. The fourth ingredients of leadership have to do with the style of the leader and the
Organizational climate he or she develops. As previous chapter has shown, the strength of
motivation greatly depends on required the task to be done, and other factor that are part of an
environment, as well as on organizational climate. Awareness of these factors has led to
considerable research on leadership behavior and to the development of various pertinent
theories.

4. What are the theories on leadership behavior and styles? Discuss briefly styles based on
use of authority.
Answer:
There are several theories on leadership behavior and styles. This section focuses on (1)
Leadership based on the use of authority (2) the managerial grid, and (3) leadership involving a
variety of styles, ranging from a maximum to a minimum use of power and influence.
Leaders are seen as seen as applying three basic styles. The autocratic leader commands and
expects compliance, is dogmatic and positive, and leads by the ability to withhold or give
rewards and punishment. The democratic, or participative, leader consults with subordinates
on proposed actions and decisions and encourages participation from them. This type of leader
ranges from the person who does not take action without subordinates concurrence to the one
who makes decisions but consults with subordinates before doing so.
The free-rein leader uses his or her power very little, if at all, giving subordinates a high degree
of independence in their operations. Such leaders depend largely on s subordinates to set their
own goals and the means of achieving them.

5.Distinguish between transactional and transformational leadership.

Answer:
A distinction can be made between transactional and transformational leaders.
Transactional leaders identify what subordinates need to do to achieve objectives, clarify
organizational roles and tasks, set up an organization structure, reward performance and provide
for the social needs of their followers. Such leaders work hard and try to run the organization
effectively and efficiently.
Transformational leaders articulate a vision and inspire followers .They also have the capacity to
motivate, shape the organization culture, and create a climate favorable for organizational

change. There are many similarities between transformational leaders and charismatic leaders,
with the former being noted for initiating innovation and changes.

5. What is leadership continuum concept? Describe path-goal approach to leadership

effectiveness.
Answer:
Leadership Continuum Concept:
Leadership involves a variety of styles, ranging from one that is highly boss-centered to one that
is highly subordinate-centered.
The path-goal approach to leadership effectiveness:
The path-goal theory suggests that the main function of the leader is to clarify and set goals with
subordinates, help them find the best path for achieving the goals, and remove obstacles.
The theory categorizes leader behavior into four groups:
1. Supportive leadership behavior gives consideration to the needs of subordinate, shows
concern for their well-being, and creates a pleasant organizational climate. It has the
greatest impact on subordinate performance when the are frustrated and dissatisfied.
2. Participative leadership allows subordinates to influence the decisions of their superiors,
which may increase motivation.
path-goal approach to leadership effectiveness
Characteristics
Characteristics
Of
Of
Subordinates
Subordinates

Functions
Functions of
of
the
leader
the leader

Leader
Leader
behavior
behavior

Work
Work
environment
environment

Motivated
Motivated
Subordinates
Subordinates

Effective
Effective
organization
organization

3. Instrumental leadership gives subordinates rather specific guidance and clarifies what is
accepted of them. It involves aspects of planning, organizing, coordinating, and
controlling, and controlling by the leader.
4. Achievement-oriented

leadership

involves

setting

challenging

goals,

seeking

improvement of performance, and having confidence that subordinates will achieve high
goals.
The path-goal theory makes a great deal of sense to the practicing manager. At the same time,
one must realize that the model needs further testing before the approach can be used as a
definite guide for managerial action.

3.
Instrumental leadership gives subordinates rather specific guidance and clarifies what is
accepted of them. It involves aspects of planning, organizing, coordinating, and controlling, and
controlling by the leader.
4.
Achievement-oriented leadership involves setting challenging goals, seeking
improvement of performance, and having confidence that subordinates will achieve high goals.
The path-goal theory makes a great deal of sense to the practicing manager. At the same time,
one must realize that the model needs further testing before the approach can be used as a
definite guide for managerial action.

7. What is fields Contingency Approach to Leadership? Describe Critical dimensions of

the leadership situation.
Answer:
Fred E. Fielder and his associates at the University of Illinois came up with a contingency
theory of leadership. The theory holds that people become leaders not only because of their
personalities but also because of various situational factors and the interactions between leaders
and group members.
Critical dimensions of the leadership situation
On the basis of his studies Fred E. Fielders describes three critical dimensions of the leadership
situation that help to determine what style of leadership will be most effective.
1. Position power
This is the degree to which the power of a position, as distinguished from other sources of power,
such as personality or expertise, enables a leader to get group members to comply with
directions. As fiedler points out, a leader with clear and considerable position power can obtain
good follower ship more easily than one without such power.
2. Task structure
With this dimension, Fiedler has in mind the extend to which tasks can be clearly spelled out and
people held responsible for them.

3. Leader member relations

Fiedler regards this dimension as the most important from a leaders point of view, since position
power and task structure may be largely under the control of an enterprise.

3. Leader member relations

Fiedler regards this dimension as the most important from a leaders point of view, since position
power and task structure may be largely under the control of an enterprise.

8. Distinguish between transactional and transformational leadership.

Answer:
A distinction can be made between transactional and transformational leaders.
Transactional leaders identify what subordinates need to do to achieve objectives, clarify
organizational roles and tasks, set up an organization structure, reward performance and provide
for the social needs of their followers. Such leaders work hard and try to run the organization
effectively and efficiently.
Transformational leaders articulate a vision and inspire followers .They also have the capacity to
motivate, shape the organization culture, and create a climate favorable for organizational
change. There are many similarities between transformational leaders and charismatic leaders,
with the former being noted for initiating innovation and changes.

8. Discuss three emerging approaches to leadership.

Answer:
Recently, three potentially very important new approaches to leadership have emerged. One is
called strategic leadership; the others deal with cross cultural leadership and ethical leadership.
Strategic leadership
Strategic leadership is a new concept that explicitly relates leadership to the role of top
management. This is the capability to understand the complexities of both the organization and
its environment and to lead change in the organization in order to achieve and maintain a
superior alignment between the organization and its environment.

2. Discuss three emerging approaches to leadership.

Answer:
Recently, three potentially very important new approaches to leadership have emerged. One is
called strategic leadership; the others deal with cross cultural leadership and ethical leadership.
Strategic leadership
Strategic leadership is a new concept that explicitly relates leadership to the role of top
management. This is the capability to understand the complexities of both the organization and
its environment and to lead change in the organization in order to achieve and maintain a
superior alignment between the organization and its environment.

Cross cultural leadership

Another new approach to leadership is based on cross- cultural issues. In this context culture is
used as a broad concept to encompass both international differences and diversity based
differences within one culture.
Cross cultural factors play a growing role in organizations as their workforces become more
and more diverse.

Ethical leadership
Most people have long assumed that top managers ethical people. Top managers are being
called on to maintain high ethical standards for their own conduct, to exhibit ethical behavior
unfailingly, and to hold others in their organization to the same standards.

What are the ingredients of leadership?

10. What are the influences of leadership in political organizations?

Answer:
Politics and political behavior is another common influence on leadership. Political behavior
describes activities carried out for the specific purpose acquiring, developing and using power
and other resources to obtain ones preferred outcomes. Political behavior may be undertaken by
managers dealing with their subordinates, subordinates dealing with their managers , and
managers and subordinates dealing with others at the same level. In other words, it may be
directed upward, downward, or laterally.
Common political behaviors
Research has identified four basic forms of political behavior widely practiced in organizations.
One form is inducement, which occurs when a manager offers to give something to someone else
in return for that individual support.
A second tactic is persuasion, which relies on both emotion and logic. An operation manager
wanting to construct a new plant on a certain site might persuade others to support his goal on
grounds that are objective and logical as well as subjective and personal.
A third political behavior involves the creation of an obligation. For example , one manager
might support a recommendation made by another manager for a new advertising campaign.
Coercion is the use of force to get ones way. For example a manager may threaten to withhold
support, reward or other resources as a way to influence someone else.
Impression management
Impression management is a direct and intentional effort by someone to enhance his or her image
in the eyes of others. People engage in impression management for a variety reasons.
People attempt to manage how other perceives them through a variety mechanism. Appearance is
one of the first things people think of. Hence, a person motivated by impression management
will pay close attention to choice of attire, selection of language, and use of manners and body
posture.

Sometimes people too strongly motivated by impression management become obsessed with it
and may resort to dishonest or unethical means.
Managing political behavior
By its very nature, political behavior is tricky to approach in a rational and systematic way. But
managers can handle political behavior so that it does not excessive damage.