Leadership: Concept, Vision, Trust (Chapter 1)

The Concept of Leadership (Chapter 1)

• There is no single holistic definition of leadership, as scholars define it differently based on context.
• Leadership is easy to recognise, but hard to define, involving the ability to act during times of need and relate to social change.
• Yalokwu (2006): Leaderships is essential for effective management, and cannot manage subordinates effectively without right skills and attitudes.
• Definition of leadership: Exerting influence to structure activities and relationships in a group as a social influencing process.

Vision

• The defining characteristic of great leaders is vision; it is an unwavering belief in the direction of the company.
• Vision gives stability to the organization that can be achieved when leaders communicate clearly and directly.

Trust and Communication

• Leaders are active listeners with empathy, forging trust between themselves and followers.
• It is not possible to lead people that you don't trust, and that trust correlated with people's overall effectiveness.

Passion and Motivation

• Leaders bring passion into work, imbuing goals with optimism.
• Only 16% of employees are using above half their talents at work.
• Passionate leaders make work more worthwhile, significant, and create eagerness to participate that adds value to the company's work.
• Leaders empower staff, tolerate mistakes, and use mistakes to ensure better future performance.

Meaning of Skills

• South East European Youth Network (2017): Skill = acquired ability/capacity through effort to perform complex activities.
• Leaders must be versed in logic/reasoning and able to perform complex tasks.

Skill Improvement

• Self-awareness is the beginning and most important element to build intelligence and become a good leader.
• You need to be aware of your and ofher peoples emotions to achieve this.
• Observation of others behaviour and identification of emotions can also improve self-awareness.
• SWOT analysis helps understand personal strengths and weaknesses for self and directing other people

Self-Regulation

• For a good leader, it is important to know how to control and manage emotions.
• Understanding what triggers negative feelings and values and brainstorming alternative reactions and mapping out possible reactions.
• Mindfulness exercises such as deep breathing or meditation can calm down people.
• Put space between reacting through short stroll, fresh air and pausing before reacting.
• Having good balance diet and sleeping enough makes you healthy to help others.
• Accountability is important to make sure that the actions are alligned with values.

Motivation

• Good leader sees tasks through, and need to focus on self-discipline and personal goals to achieve.
• Long-term goals connect personal goals to career/projected related ones.

Empathy

• For successful team building, you also need the ability to understand others people emotions and understanding their prespective.
• Looking back, they need some awareness of needs and wants.
• Focus on thinking about what feelings come up, create an open enviroment for listening and reacting.
• There are benefits to talking about emotions - either way you are more aware of reactions of people.

Leadership Styles (Chapter 2)

• Kurt Lewin (1939) defined three distinct leadership styles: autocratic, democratic, and laissez-faire.
• Autocratic: Single person control.
• Democratic: Open to group inputs.
• Laissez faire: No direction or guidance.
• Daniel Coleman: There are six kinds of leadership styles spring from intelligence. Commanding: Demands immediate compliance. Visionary: Mobilizes people toward a vision. Affiliative: Create emotional bonds and harmony. Pacesetting: Except excellent and self-direction. Coaching: Develop people for the future.
• Bureacratic that are effective in rules and routine tasks or for safety.
• People oriented that supporting and organizing members.

Situational Leadership Style

• Paul Hersey and Ken Blanchard developed situational leadership style.
• States that the leader is both the individual and a result of how they both act.
• Task depending: Directing Coaching Supporting Delegating

Leadership Power (Chapter 3)

• Reward Power: The process of rewarding subordinates which cause the people to obey
• Coercive Power: The leader has the power to punish followers based of not following leaders.
• Legitimate Power: The function of the position because it is viewed to be to what leaders the leader needs.
• Expert Power: Having a specialist and the people around respond.
• Referent Power: A leader that others follow to identified with the status.
• Information Power: Leader has relevant power to act and gather more.

Essential Leadership Character Dimension

• Guiding vision.
• Loving what one does/passion.
• Intergrity.
• Curiosity.

Leadership and Management (Chapter 4)

• Management is getting done through others.
• Leadership is through the attitude of people to ensure that the attitude is accetable.
• Manager administrates, make copies and mantains the rule.
• Leader innovates, is original, and develops the rule.
• Yalokwu (2006): Leadership and management needs others to develop and co-ordinate so as to compatibilse values in the organization.

Kotter's Model of Leadership

• Leadership is described by what constitutes management. It has some key elements:

1. Establishing vision for the future.
2. Communites to be aligned by communicating decision to members
3. Have needs to be valued for motivation and inspection in leaders.

Leading Change

• The Oxford English Dictionary defines change as “make or become different".
• Need to understand concerns engage in dialogue.
• Involve them in the decision-making process.

Conflict management

• Understand the needs and respect peoples interest.
• Parties seek is to satisty by negotiation.
• Find ways on other needs so as to do get the bests they can.
• You cant check assumptions.

Leadership Styles

There are some important parts:

1. There is a bad feel in people.
2. Can understand it by looking at what people are feeling.
3. Don't be a know it all.
4. What you see always help you to do it.

Coaching

Equipping people skills and do their job- not do it to the organization.

Leadership and Management (Chapter 5)

• Management and leadership are not the same. The approaches are as followed.

1. The best of work is in a great area.
2. They have to do what everyone does just not a person give order.
3. With proper skills will ensure they have a skills that unlikely more.
4. All the appocaches all interwoven.
5. Leadership has to develop out of management .
6. Managers ability is to by operate.
7. Behaviour is dependent of the behaviour that occurs-

Situational vs Contingencial Approach

Leaders of different peronalities will emerge as leaders even if the person has different backgrounds compared to the other leaders. The traits that all leaders have will help them seek ways to improve and they will follow them if certain people cant find.

Leadership Styles

4. The best of them.
5. That you can all try
6. I see that every one does it.

Leadership Characteristics (Chapter 6)

• All those are based what are good
• With knowledge can tell the vision in the long run is to solve some how.
• There are leaders that must and do all right. To succeed there are two different leaders that are good.
• One to inspire and and be excited.
• I should be a team to work better.

Charismatic Leadership

Go with the time.

Self Leadership Managed Teams

• The leaders are used to foster ideas that are to achieve.

Conflict Resolution (Chapter 7)

• The world consits to negative associations.
• This helps the cleal tension by emotions and stress.
• To be the best things of assumptions.