Leadership PDF

**[Leadership:]** \"Learning without thinking is a labor loss, thinking without learning is danger\" **To persuade:** pathos/logos/ethos \"Learning is a journey not a destination\" **KANT:** \"Discipline makes the unsociable sociable\" Formal by ranks Leadership Informal **Leader/Manager:** A...

**[Leadership:]** \"Learning without thinking is a labor loss, thinking without learning is danger\" **To persuade:** pathos/logos/ethos \"Learning is a journey not a destination\" **KANT:** \"Discipline makes the unsociable sociable\" Formal by ranks Leadership Informal **Leader/Manager:** A Manager makes numbers grow. A leader makes people grow. **A leader** is someone who guides and inspires a group toward a common goal, combining a clear and motivating vision of the future with a defined mission that outlines the team\'s purpose and values. **Soft skills:** Communication/Team work/Creativity/Creative thinking/Social skills/Time management/Positive thinking/Problem solving/Resilience/Emotional intelligence. **Communication:** is a dynamic process of encoding and decoding verbal and non-verbal messages within contextual, cultural, social, and perceptual environments. Time Management Priority Avoid Procrastination Make schedule **About Resilience:** \"It is not the most intelligent nor the strongest that survives but the one who adapts to the change.\" **RED: R**ecognize the assumptions: Fact and fiction **E**valuate the information: Biased Sub or obj **D**raw conclusion **HASSAN II:** \" I cannot argue with people with bad intentions.\" **Emotional Intelligence:** *Self-awareness:* know your limits *Self-control:* control emotions *Self-motivation:* intrinsic and extrinsic motivation *Empathy:* put yourself on people\'s shoes. **Self-control:** \"Never give a promise when you are happy, and never make a decision when you are angry.\" **People skills: \"**Skills come from people\'s background\". \-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-\-- **SOCRATES:** \"Nature has given us two ears, two eyes and but one tongue...to the end, we should hear and see more than we speak.\" Observe (concentration ) \> See **Styles of Leadership:** *Authoritarian:* A style of leadership in which the leader uses strong directive, controlling actions to enforce the rules, regulations, activities and relationships in the work environment. - Sets goals individually - Engages primarily in one-way, downward communication. - Controls discussions of followers. - Sets policy and procedures unilaterally. *Democratic:* A style of leadership in which the leader takes collaborative, responsive, interactive actions with followers concerning the work and the work environment. - Involve followers in setting goals. - Engages in two-ways, open communication. - Facilitates discussions with followers. - Solicits input regarding determination of policy procedures. **LAHBABI:** \"We are all individuals, but what makes individual person with personality is dignity.\" *Laissez-faire (Leave them alone):* A style of leadership in which the leader fails to accept the responsibilities of the position. - Allows followers free rein to set their own goals. - Engages in non-committal, superficial communication. - Avoids discussion with followers to set policy and procedures. - May exhibit either poor or effective listening skills. **Leadership styles for different generations (Ages):** *Veterans:* Gain the trust / Respect their experience. *Baby boomers:* Show appreciation of work / Offers opportunities to serve as mentors. *Generation X:* Be truthful / Respect sense of work and life balance. *Generation Nexters:* Provide structure and leadership / Clarify long-time goals. **Task Orientation:** (More about production) - Disseminates information. - Ignores the positions, ideas and feelings of others. - Engages in rigid, stylized communication. - Interrupts others. - Makes demands. - Maintains a \"Closed door\" policy. **Interpersonal orientation:** (More about relationships) - Solicits opinions. - Recognizes the positions, ideas, and feelings of others. - Engages inflexible, open communication. - Listen carefully to others. - Makes requests. - Maintains an \"Open door\" policy. **The Michigan Leadership:** One dimensional / identifies two basic leadership styles: leadership oriented and employee oriented. **The Ohio state of leadership:** Measured specific leaders' behaviors / Identified two dimensions: consideration and initiating structure. **McGregor's theory X and Y:** *Theory X:* these managers think people do not like to work and like strict supervision. *Theory Y:* these managers think work is a source of satisfaction and want the responsibility. **Black and Macanese's leadership Grid:**  **Kelley\'s characteristics of followership:** *Passive followers:* Low critical thinking and participation. *Conformists:* High participation and low critical thinking. *Alienated followers:* Passive but independent critical thinker. *Pragmatists:* Have qualities of all of these but resilient with the dominant situation. *Exemplary followers:* High critical thinking and high participation. **LOMBARDI:** \"The achievements of an organization are the result of the combined effort of each individual.\" **WARD:** \"A mediocre instructor talks, a good one explains, an excellent instructor demonstrates, but a great one inspires.\" **Leadership:** The process of guiding and directing the behavior of people in the work environment. - *Formal leadership:* The officially sanctioned leadership based on the authority of a formal position. - *Informal leadership:* The unofficial leadership accorded to a person by other members of the organization. - *Followership:* The process of being guided and directed by a leader in the work environment. **According to Kotter:** *Mgt:* Reduces uncertainty / Stabilizes organizations. *Leadership:* Creates uncertainty / Creates change. **Leadership:** -Setting a direction for an organization / Using communication to align people with that direction / Motivating people action through empowerment and basic need gratification. **Mgt:** Planning / Organizing and staffing / Controlling and problem solving. Leaders agitate for change and new approaches. Managers advocate for stability and status quo. *Both make valuable contributions / Each one\'s contributions are different.* DYNAMIC TENSION *They both have distinct personalities / Make different contributions.*