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8/12/2019 Working Wid Leading 2

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TASK 1:

EXPLAIN THE SKILLS AND STTRIBUTES NEEDED FOR LEADERSHIP

ATTRIBUTES

Social responsibility, appreciates the need to assume the role of leadership with respect to thatresponsibility.

Able to stick to a task and see it through regardless of difficulties encountered. Ability to reach logical conclusions and make high quality decisions based on available

information; skill in identifying educational needs and setting priorities; ability to evaluate

critically written communications.

Ability to perceive the needs, concerns and personal problems of others: skill in resolvingconflict; tact in dealing with persons from different backgrounds; ability to deal with people

concerning emotional issues; knowing what information to communicate and to whom.

Ability to perform under pressure and during opposition; ability to think on one's feet.

Vision is clear about progression of his or her own life and career, as well as where theorganization should go.

The capacity to move people to action, to communicate persuasively, to strengthen confidence ofothers, to change behaviors.

Activity takes a vigorous orientation to problems and needs of the organization. Ability torecognize when a decision is required (disregarding the quality of the decision) and to act quickly.

Has a good relationship with authority figures. Self-awareness, self-confidence and self-control; commitment and integrity, the ability to

communicate and influence, to initiate and accept change

Has the capacity not only to abstract but also to be practical.SKILLS

Ability to seek out relevant data and analyze complex information to determine the importantelements of a problem situation; searching for information with a purpose

Ability to exercise judgment to assert one's self regarding potential sensitive issues before theybecome a problem.

Ability to plan, schedule and control the work of others; skill in using resources in an optimalfashion.

Has good sense of time. Ability to deal with a volume of paperwork and heavy demands on one'stime.

Makes a good impression. Ability to make a clear oral presentation of facts and ideas. Ability to express ideas clearly in writing, to write appropriately for different audiences. Sees oneself as a participating member of an organization. Highly visible in carrying out one's

responsibility.

Competence to discuss a variety of subjects: educational, political, current events, economics etc.desire to actively participate in events.


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TASK 2:

EXPLAIN THE DIFFERENCES BETWEEN LEADERSHIP AND MANAGEMENT

LEADERSHIPLeadership is influencing people by providing purpose, direction, and motivation, whileoperating to accomplish the mission and improve the organization. Leadership is a

function of knowing yourself, having a vision that is well communicated, building trust

among colleagues, and taking effective action to realize your own leadership potential. A

leader is one whose magnetic personality galvanizes people for some cause. Great leaders

influence their followers not by words but by their actions. They do what they preach.

They act as a catalyst and their presence is enough to motivate people.

Leadership can exist in both formal and informal groups. In a formal setting, such as

within a large corporation, the leader of the group is usually someone who has been

appointed to a high position of authority. In an informal setting, such as a group of

friends, the leader is someone with personal traits that simply tend to inspire respect.

MANAGEMENTManagement is an art of getting things done through and with the people in formally

organized groups. It is an art of creating an environment in which people can perform and

individuals and can co-operate towards attainment of group goals. According to F.W.

Taylor, Management is an art of knowing what to do, when to do and see that it is done

in the best and cheapest way.

Management is a purposive activity. It is something that directs group efforts towards the

attainment of certain pre - determined goals. It is the process of working with and through

others to effectively achieve the goals of the organization, by efficiently using limited

resources in the changing world. Of course, these goals may vary from one enterprise to

another.


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LEADERSHIP MANAGEMENT

Concerned with dynamics of a situation,which provides hints on how to leverage

or shape; concerned with setting or

changing the culture.

Concerned more with technique,sometimes preoccupied with maintaining

order and the status quo, but otherwise

with adapting to the culture.

Understand their strengths andweaknesses, and are willing to learn from

their mistakes and grow, able and

interested in helping others do the same.

Tend to avoid risks for self-protection,and hence growth is more limited, might

understand strengths and weaknesses, but

unaware of how to manage them to

achieve goals.

More concerned with vision. More concerned with implementationthan the vision

See relationships as opportunities forgrowth; personal goals in alignment with

organizational goals, recognize that

interdependence is the best way to

achievement.

See a more limited web of relationshipsin terms of immediately adjacent areas,

tend to focus mostly on goals set by

others, and work more independently

within organizational limitations.

Management is defined by a prescribedrole and position in the structure of the

organization.

Leaders are given their roles by theperception of others, through election,

choice or influence.

Managers are concerned with order andmaintaining status quo, exercising their

skills in diplomacy and focusing on

decision making processes within the

organization

Leaders in contrast direct their energiestowards introducing new approaches and

ideas, they create excitement and vision

in order to arouse motivation, and focus

on the meanings of events and actions for

people

More concerned with positivepossibilities.

More concerned with negativeconsequences.


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TASK 3:

PRESENT TWO DIFFERENT EXAMPLES FOR EACH ONE OF THE

FOLLOWING SITUATIONS.

AUTOCRATC STYLE

Autocratic leaders, provide clear expectations for what needs to be done, when it should

be done, and how it should be done. There is also a clear division between the leader and

the followers. Authoritarian leaders make decisions independently with little or no input

from the rest of the group. Leaders are there to make the decision, and followers are there

to follow. Authoritarian leadership is frequently found today in professional firms and

best applied to situations where there is little time for group decision-making or where

the leader is the most knowledgeable member of the group.

Autocratic management is where decisions are made at a higher level without

consultation or input from below. An autocratic manager decides what is best and

instructs others. In the oil and gas industry, an autocratic style of management is often

necessary. This occurs especially when matters of safety are concerned, for example,

adhering to the Minimum Industry Safety Standard (MIST) which applies across the

entire UK offshore oil and gas sector. The MIST standard deals with assessing risk,

manual handling, working safely, working at height or lifting. It also specifies the hazards

in the offshore environment. Employers view these basic safety principles as critical to

safe working, therefore they are applied to all offshore workers.

A key role in the industry is the Offshore Installations Manager (OIM). This experienced

manager has vital responsibilities such as the safety and well-being of everyone on board

the installation. Employees must comply with instruction at all times due to the nature of

the work. An offshore facility must be fit for its purpose; the working environment on it

must be managed; every worker must have completed the correct safety training. In this

context the management style must be autocratic. Rules and procedures must be followed

to assure safety.


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DEMOCRATIC STYLEThis style draws on peoples knowledge and skills, and creates a group commitment to

the resulting goals. It works best when the direction of the organization should take is

unclear, and the leader needs to tap the collective wisdom of the group. The democratic

manager keeps his or her employees informed about everything that affects their work

and shares decision making and problem solving responsibilities. This style requires the

leader to be a coach who has the final say, but gathers information from staff members

before making a decision. Democratic leadership can produce high quality and high

quantity work for long periods of time. Many employees like the trust they receive and

respond with cooperation, team spirit, and high morale.

Democratic management on the other hand tries to involve employees to find out their

opinions before reaching a decision. Certain matters can be decided through discussion

and consultation. As an example, there may be a complex decision to be made about

shutting down a piece of equipment and the effect of this on other production systems.

Here, a top down approach would be unwise. This is because other members of the team

might have ideas - or specific information - that will assist in getting to the right decision.

An engineer, for instance, might have knowledge that tells the OIM that shutting down

equipment is essential to ensure production in the long term but that it may create a

potential risk not yet fully assessed. In this situation information is being passed up

through the hierarchy to aid the decision making.

OPITO the Oil & Gas Academy uses an industry-wide, employer-led Skills Forum to get

feedback and input from many people in the industry. This ensures its work continues to

be aligned to the changing or emerging needs of the workplace. In this, the Academy uses

a proactive democratic style by providing current and relevant information about the

Academy's work. It then uses a responsive democratic style by evaluating requirements

for skills and training that will address the needs of the whole industry.


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TASK 4:

COULD LAISSEZ-FAIRE STYLE OF LEADERSHIP BE USED AS A TOOL TO

MOTIVATE EMPLOYEES TO ACHIEVE ORGANIZATIONAL OBJECTIVES

Employees in a local branch have a sense of ownership for many of their activities. At the

same time, they have the support and career structure of a large multinational company.

Derived from the French meaning 'leave alone', this is a loose leadership style. It allows

employees to carry out activities freely within broad limits. It differs from the democratic

style in that individuals are able to behave independently and make their own decisions,

rather than coming together on an agreed course of action.

Laissez-faire leadership may best be used when employees are educated, knowledgeable,

and self-motivated. Employees must have the drive and ambition to achieve goals on

their own for this style to be most effective. Laissez-faire leadership is not a good idea in

situations where employees feel insecure about the managers lack of availability or the

manager is using the employees to cover for his or her inability to carry out his or her

own work. This type of situation can create resentment and result in an unhealthy work

environment.

FOR EXAMPLE:

Small entrepreneurial teams manage and lead local Enterprise offices. These teams are

decentralized and make many decisions on their own. This shows a type of laissez-faire

structure.

However, this management style has drawbacks. Some employees might not be able to

motivate themselves or make the right decisions alone. Therefore individuals within

Enterprise teams work to corporate guidelines for dealing with customers. Staff also

receives regular training and feedback.

Corporate responsibility

Many Enterprise branches contribute to regional and corporate decisions. For example,

Enterprise's Jack Taylor Founding Values Award demonstrates the laissez-faire approach.

This is part of Enterprise's corporate responsibility programme.

Each region manages and participates in community projects. These may involve, for

example, working in a nursing home or gardening for the elderly. If the region wins the

award, it is free to use the money as it chooses.


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In 2007 the winning region in South East England received a grant of 10,000 to use for

community projects in its area. As part of Enterprises commitment to conservation, it

has planted 40,000 trees in Scotland and is committed to planting 50 million over the next

50 years. All these activities enable employees to use their ideas in a creative way.

An important role for a leader is motivating employees to do the best job possible. There

are many ways a leader can motivate employees, and many of them do not require

additional monetary compensation.

Sometimes motivation is brought about through creative means. The Container Store, a

Dallas-based retailer, offers its employees free yoga classes, a personalized online

nutrition diary, and a free monthly chair massage. These techniques help relieve

employee stress and make workers feel appreciated. The company has ranked near the

top of Fortunes 100 Best Companies to Work For since 2000.Open communication is also a key to motivating employees. When employees feel that

they will be listened to and managers openly discuss matters with employees, a trusting

relationship is created. At Harley-Davidsons headquarters executives dont have doors

on their offices, creating an open, trusting environment.

Another method to motivate is to ensure that employees are matched up with the right

job. It is the leaders job to learn what employees abilities and preferences are and match

them accordingly to tasks that utilize their skills and when possible match with their

preferences. If a leader is a good role model, showing enthusiasm for his or her work and

pride in the company, this will positively affect employee motivation.


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BIBLIOGRAPHY

WEB PAGES [ONLINE]

Management, [Online], year/Anon, available at

, [01/10/13]

Differences Between leadership and management, [Online], year/Anon, available at

http://pmcrunch.com/soft_skills/10-differences-between-leadership-and-management ,

[01/10/13]

Attributes and skills of leaders, [Online], year/Anon, available at , [01/10/13]

Case study for management styles, [Online], year/Anon, available at

, [02/10/13]

Case study for management styles, [Online], year/Anon, available at, [02/10/13]

How to motivate employees, [Online], year/Anon, available at

,

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