Leadership and Culture

Leadership and nuance Virginia Armstrong University of Hawaii West Oahu creep Effective leading requires a delicate utilization of mightiness and authority. Although they receive unique attitudes, traits and styles, successful leaders strive to promote their constitutions peck and socialization and motivate others to embrace it as well. Studies occupy move to define one superior leading model barely fox failed due to individual and circumstantial elements.Keywords leading, corporate culture, power, authority Chapter Overview Leadership is the talent to influence others to go after direction and support decisions. Though leadership and anxiety often coincide, leadership is more focused on the long-term visions of the organization and how to motivate and encourage the implementation of these visions. The success of leaders depends largely on their own attitudes, expectations, traits and leadership style they embrace.Whether a managers leadership style is autocratic, la issez-faire or democratic, the emphasis they place on fruit and people bears the almost importance. Studies conducted by Ohio State and University of Michigan welcome proven that successful leaders show concern, initiate structure, participate and maintain a general (rather than close) level of supervision. In a situational setting, the contingency approach is the most effective. The Managerial Grid is a graphical tool for managers to identify their solicitude style and set goals towards improvement. incorporated finis Harmonize, Dont homogenize In this article, Kuenne (2011) emphasizes the importance of attaining a strong corporate culture by unifying individuals and their talents as well as instilling a cooperative initiative on solely levels to achieve one goal or vision. Kuenne (2011) calls his approach the infinity loop designed to create a tally culture with the emphasis on being complementary, rather than striving for accordance (Kuenne, 2011, para. 6).The most impo rtant elements of Kuennes approach atomic number 18 individual skills, shared out values, departmental cohesiveness, a unified cause of the corporate identity, cultivating personal teaching and the drive to inspire others. Essentially, thriving hatfuls instill a strong mission, vision and the inspiration to cooperatively make the visions a reality. Relation to chapter The article relates to the chapter by discussing the importance of creating a strong and diverse corporate culture.As mentioned in the chapter, A strong corporate culture is clearly defined, reinforces a common makeing about what is important, and has the support of management and employees (Ghyllier, 2012. p. 213). An important component of a corporations culture is the individuals it is comprised of in the business. A good manager testament recognize their talents, how to best utilize them and foster an environment in which they step motivated and satisfied to prepare towards the common goal of the organizat ion. In the chapter, these characteristics comprise a strong corporate culture. 5 Leadership Lessons to Unlearn In this article, Five Leadership Lessons to Unlearn written by Stephen Wiehe, Wiehe (2010) describes how he agitated the evil leadership methods of a failing dot-com business in coiffe to create a thriving business model. First, he emphasized that leadership is a behavior. Others judge your actions, not words or promises. He as well gradeed out that leaders dont necessarily need all the answers but rather questions. He continues to explain that the most productive ideas are generated by numerous people during open and constructive discussions. some other important point Wiehe (2010) makes is that leaders need to share power and authority. Lastly, he believes that rather than forcing or demanding change, it is better to ask for change and using methods such as overconfident reinforcement. Relation to chapter I thought Weihes theory on communion power and authority were very almost related to the chapter discussion of power, leadership and authority. Weihe (2010) suggests that leaders give power and authority away everyday. This closely relates to the chapter reading in that it emphasizes the separation of leadership from power and authority.Instead, leadership requires a skillful utilization of the two in order to lead effectively. fit in to the text Leadership is the ability to influence people to willingly follow ones guidance or adhere to ones decisions (Ghyllyer, 2012. p. 200). If power and authority are employed correctly, they will aid in a leaders following. However, when abused, employees whitethorn resist cooperation with not solely the leader but the goals of the organization as well. I agree that when power and authority are shared, people gain a sense of be and self worth. Chapter and Article scholarshipThis research assignment helped me to really take the condemnation to understand just how diverse and important conscious le adership is. I also learned how complicated it is to truly study leadership as every individual and situation is unique. I found the articles very interesting, as they clearly illustrated what types of leadership techniques were not effective and how to improve and change them. Chapter Learning I found it very interesting to learn about how a great deal a leaders personality and style potbelly stir their ability to effectively gain following. Throughout my years of change by reversal, I have encountered many different eaders whom I can now better understand after reading this chapter. As I continue to work and be involved in social groups, I will now have the ability to identify different types of leaders and perhaps how I can be a better leader myself. Article Learning I think the most important bring out point from the first article is that people are unique individuals with unique talents, methods of learning and communication. Though employees may have little in common, fin ding productive ways for them to work together and communicate is critical in order to achieve goals.Corporate managers must(prenominal) recognize that people need to feel not only genuine and valued as employees but also be incorporated as important components of the organizations plan or vision. When everyone is working toward a clear goal together, the odds of success are far greater. Another primaeval point Kuenne (2011) makes is the importance of recognizing peoples talents and utilizing them to their fullest extent. Creating a culture that fosters free thought and the expansion of knowledge fosters higher quality work and a better potential for innovative thoughts and ideas. The right culture change canwithout questionimprove results, says John Kotter, co-author of the book Corporate Culture and Per lickance (Lublin, 2013, para. 7). I think the most important key point from the second article is to avoid leading behind disagreeable doors. It makes a big impact when leaders demonstrate their willingness to put forrard effort in order to reach the goals of the organization. Often CEOs lead by giving orders which often makes people feel insufficient and unmotivated.Wiehe (2010) suggests finding opportunities to open the lines of communication by requesting feedback. He notes, Great ideas form from open, constructive, and positive discussion driven by questions. Everyone contributes and therefore buys into the idea (Wiehe, 2010, para. 5). non only do employees feel important by contributing their ideas, but also must take partial responsibility for the outcome. Another key point Weihe (2010) makes is to avoid counterproductive elements such as conflict and negativity. He suggests holding casual ompany gatherings in which dialogue can occur in a relaxed environment where people have a sense of be and higher comfort level. I know when my company hosts work team up building parties we gain a much better sense of comradeliness and generate good ideas f or the business. Other tools managers can use to improve morale and production are sales rewards and bonuses. References Ghillyer, D. A. (2012). Management Now. New York McGraw-Hill. Kuenne, C. (2011). Corporate Culture Harmonize, Dont Homogenize. Retrieved from http//www. businessweek. om/managing/content/may2011/ca20110516_966904. htm Lublin, J. (2013). Can a New Culture Fix Troubled Companies. Retrieved from http//online. wsj. com/article/SB10001424127887324096404578356351608725098. html? KEYWORDS=corporate+culture Wiehe, S. (2010). Five Leadership Lessons to Unlearn. Retrieved from http//www. businessweek. com/smallbiz/tips/archives/2010/07/five_leadership_lessons_to_unlearn. html http//www. businessweek. com/managing/content/may2011/ca20110516_966904. htm http//www. businessweek. com/smallbiz/tips/archives/2010/07/five_leadership_lessons_to_unlearn. html