Leadership is the key part of being a successful manager. They set a clear direction for the business, often a new direction if circumstances demand it - and that others will be prepared to follow. It is the art of motivating a groupnof people towards achieving a common objective. Employees will want to follow a good leader and will respond positively to them. A poor leader will fail to win over staff and will have problems communicating with and organising workers.
If the message is not delivered right then there could be many reasons why the employees of the company resist the change that happens. There are three main types of resistance that employees’ attitudes represent during a change; they are complacent, resigned and cynical attitudes. These different types of resistance show that resistance is common in an organization especially a big change. Complacent resistance is when everyone thinks things are just fine the way they have been and the change is not needed. Employees may show behaviors like procrastination and avoidance when engaged in this type of resistance but they still continue to operate the same way not the new way.
A day in life of Alex Sandler 1. How would you describe Alex's leadership style (according to “Leadership Run Amok”)? What are the advantages/disadvantages of Alex's style? Alex´s leadership style is only oriented in objectives, therefore that kind of style could be useful in a situation of confusion or when it needs to deliver a strong performance. Nevertheless, could be really unsocial and unsustainable when it has to work in stable situation, because mainly his peers and subordinates they will not accept or tolerate that style for long periods of time.
I believe in people, but I also believe in structure and clearly outlined expectations. While I do believe that any successful organization is built on the people who work within it, a leader needs to be able to provide boundaries and task-oriented structure. For example, one of the questions that determined my P – or people – score was “I would turn the members loose on the job and let them go for it” (Daft, 2011). Though I do believe in empowering employees to be able to act independently, “turning members loose” seems to be a bit reckless. A leader who does that is not empowering their employees with the structure and tools necessary to be successful.
When a group is complying with leaders’ demands from a place of fear it can lead to animosity and a communication breakdown in the group that can follow through with results unwanted by the leader such as employee job strikes. Legitimate power comes from formal titles, such as manager, owner, parent, teacher, and coach. The effectiveness of legitimate power depends on how the person uses it. An employee who goes to work follows the job rules, and works in an efficient manner does so because this employees’ boss has the power to relieve him
He needs this contract to keep his job but not “coming clean” is jeopardizing his sense of ethics. What should he do? An ethical dilemma is a situation where there is no right and wrong in relation to a decision and therefore a solution is not quickly achieved (Shaw, Barry, Sansbury, 2009). Ethical dilemma can also be defined by a sense of moral obligation. Kent’s situation does consist of several ethical dilemmas as his accomplishments since joining Dura- Stick have been mediocre at best and he fears that his time at Dura-Stick might be limited unless he starts closing big accounts such as the project proposed from Spray-On.
The ideal boss in such cultures tries to look as impressive as possible, and subordinates expect to be told what to do, and not to be consulted . 2- Individualism Index describes the extent to which individuals define themselves through their individuality. People define themselves more through their role or position in the group and less through their personality. 3- Uncertainty avoidance index represents the degree to which uncertainty and ambiguity are felt as threats by employees. This shows also how they can handle anxiety and stress at work.
Preventing deception at an early age will stop deception at a mature age, when the consequences could be great. Being able to detect deception is very beneﬁcial when it comes to situations in which absolute truth is sought after. For example, in crimes it is crucial that the witness’ tell the truth and don’t twist their story at all. It is also important for potential employers to be able to hire people who are truly as skilled as they say they are, and be able to trust them in their company. Furthermore, deception is a major relational transgression that often leads to feelings of betrayal and distrust within relationships.
Lack of senior management commitment. To be effective on BSC, senior management must articulate the organization’s strategy and bring about consensus if consensus about the strategy is difficult to achieve. Similarly, they must also be emotionally committed to the strategy, investing time and resources to see the strategy through (ibid). Too few individuals involved. Commitment must come from the appropriate decision-makers in an organization to keep business practices in line with strategic goals.
In organizations, inside pressures come from top managers and lower-level employees who push for change. Outside pressures come from changes in the legal, competitive, technological, and economic environments. Resistance to change is a normal reaction from people who have become accustomed to a certain way of doing things. Most people prefer predictability and stability in both their personal and professional lives. People typically avoid situations that upset order, threaten their self-interests, increase stress or involve risk.