Semester: Fall-2020 Examination:  Final

Leadership & Paper Setter(s):

Course Title: Motivation (mention all teachers of same M. Nauman Habib
Techniques course)
Weekend
Shift & Programme(s): MBA and MS- Additional Material:(e.g)
MS
Special Note: (if any) Attempt all questions. All carry equal marks.
Student Name Siddiqur rahman
Student ID 11594
Program and Batch

Case 1:
leadership style is more suitable during Covid-19 situation? Also propose the leadership style
that will be appropriate for the corporate sector after the pandemic.
Answer:

These include communicating in a crisis; making decisions with incomplete information

available; effectively leading up, down, and across; taking an offensive versus a defensive
posture; and taking the time to care for one's self.
Successful leaders understand the critical role communication plays in their work. The best laid
plans and most exquisite strategies will fail if not well communicated by leaders to their
followers. As Baker and colleagues state, “Communication has now become the central
science/tool of public.
If a a leader's most important task is communication, the second most important is decision
making. Clarifying who is responsible for making what decisions, and when, is vital. Because
COVID-19 is a novel virus disease, we have little empirical data to support our understanding of
the virus. Therefore, decision making in the COVID-19 response is extremely challenging.
Leading up, down, and across is a challenge for any leader but made more acute in an
emergency. Over the last few weeks of the COVID-19 response, we have seen many state and
territorial health officials sharing the podium with their governors during press conferences and
briefings. Likewise, local health officials have been supported by elected leadership, often acting
as spokespeople for mayors and county officials. Effective working relationships between public
health leaders and their elected or appointed leadership were most likely formed well before
COVID-19 appeared.

Leading “down”—the way leaders lead the rank and file staff in their agency—can be
challenging in an emergency response. Because leading “up” can be all-consuming, especially
with a daily tempo of press briefings and meetings, public health leaders may be less present in
their agency and may appear less in touch with the organization's needs.
Successful leaders continue to care for their people during an emergency, remembering that their
own success as a leader is inextricably tied to the coordinated activities of the entire agency's
staff. They also realize that even in an emergency, command decisions should be made
sparingly. Instead, leaders should rely on their staff to competently manage the incident,
involving themselves only to set and share direction and priorities, fill gaps, and move issues up
and across as needed.
Strategic foresight and planning are also closely tied to leadership decision making. Baker and
colleagues1 describe the adaptive leadership strategy of moving beyond day-to-day operations
on the “field of action
The social and economic crisis caused by the current COVID-19 pandemic is an extreme but
relevant example of the types of challenges leaders face today. Like any other crisis, its
disruptive force and major existence-threatening impacts were entirely unexpected. Mastering
crisis management requires a leadership style that would be perceived as an overly directive,
actionist one-leader show during business as usual. In times of uncertainty, however, quick
decisions are essential; these exceptional circumstances call for a more human-centric and
radically driven leadership style.
To successfully lead through a crisis, leaders must first understand its unique characteristics
All crises have three things in common: they demand a response; they have an unprecedented
impact; and they tend to unfold in an unordered fashion
What kind of leadership style is need during covid 19?
Leaders need to balance tough decisions with empathy.Leaders are called to respond to economic
demands as well as the emotional emergency with the same determination.
During the “Respond” phase, uncertainty is everywhere leaders have to react quickly to both the
economic demands and the emotional emergency Be bold and prioritize based on economic
necessity and organizations needs.
Express empathy and compassion for the human side of the upheaval. As pressing as economic
decisions may seem, unless you emotionally support your employees, customers.
Leaders need to decide how to reshape the “old normal”, existing crisis-driven methodologies
and future oriented goals into the normal
Be a market shaper. Develop new business models in an innovative way to satisfy new emerging
demands.Consider the “next normal” in your decision-making and communicate accordingly.
Shaping the future also entails reflecting as an organization on the decisions taken and those still
outstanding.Reestablish a sustainable way of doing business with a long-term perspective.
While leaders tend to focus on tools and processes during covid don’t forget that great leadership
is all about impactful communication. leaders need to find the right mix of attributes during the
covid.
Respond Finding an appropriate balance between tough decisions and empathetic
communication is crucial. Communication must be goal-oriented, self-confident and supportive.
Recover complexity rules and ambidexterity reaches its peak as leaders shape the “next normal”.
Impactful communication needs to be visionary, composed and reliable.
Thrive During business-as-usual, leaders are confronted with a mix of situations and therefore
need highly flexible communication skills. The key is to find the right communication
strategy.for every situation, acting as a role model for the entire organization.
Case 2:
Compare the leadership style and personality traits of any of the three women leaders (from the
given list) from the corporate sector:
1. Susan Wojcicki
2. Mary Barra
3. Ginni Rometty
4. Indra Nooyi
5. Masarrat Misbah
What are their leadership styles and why are they different from each other?
Answer:Mary barra is an excellent communicator
During the 1998 General Motors strike, Mary Barra was appointed as the internal
communications director to bridge the communication gap between union workers and the
management. Her leadership style involves giving her subordinates and peers the space to
express their opinions.
Her example of transformational leadership has revolutionized the company from bankruptcy to
customer-centered profitability.Mary Teresa Barra is the Chairman and CEO of General Motors
Company.

2: Madam Masarrat Misbah paved the way for the creation of a professionalized beauty industry
having worked with and trained leading names. Creating a market for new products and then
popularizing the product is no easy job, but Madam Masarrat aptly and gracefully handled this
formidable task.

3: Ginni Rometty is one of the most exceptional leaders of the business world. She focused on
team development and team effort. So her leadership style can be described as democratic
leadership. This means she made decisions based on the discussion with the team

What traits/attributes/characteristics make these leaders different from male?

Women tend to have a more cooperative, participatory style of leading. Men tend to have a more
“command and control style,” according to the American Psychological Association. They're
more task-oriented and directive, while women are more democratic Women seem to lead in a
rather democratic way, while men show a more autocratic leadership style men and women
leadership have diffrent leadership characteristics and quality men are accorded with
aggressiveness and competitiveness while women are the opposite due to these attributes men
and women managers manage organization differently. When it comes to honesty, intelligence
and a handful of other character traits they value highly in leaders, the public rates women
superior to men.women were more effective leaders in female-dominated or female-oriented
settings, and that men were more effective leaders in male-dominated or male-oriented settings.
Thus working in a leadership role congruent with one's gender appears to make one more
effective -- or at least perceived as being more effective
Imagine that you had to work under the leadership of a women in an organization, how would
you manage to work under her authority in a male dominated organization?

while men and women are equally effective in some settings, more often effectiveness depends
on the fit between the setting and management gender. For example, women's typically more
mentoring, coaching style is more favorably received in female-dominated professions; men's
more typically "command and control" style is well received in male-dominated
professions.Thus, all things being equal, men and women are equally effective. But given varied
work settings and a workplace whose top managers are still more likely to be male, all things
rarely are equal. For example, women are slightly more likely to be "transformational" leaders,
serving as role models, helping employees develop their skills, and motivating them to be
dedicated and creative. That approach may actually be more effective

What are the positives and negatives of working under women leader?
Organizations having females as board members show significantly better financial performance
than those having low female representation. Better financial health of the organization leads to
better job opportunities, higher productivity, and more growth and development.

Positive asspects I think More women = better problem-solving

Time and time again, diversity of thought leads to better problem solving — when we
collaborate with people of different genders, sexual orientations, ethnicities and race in our
workplace, we all do better work.

Women leaders are more collaborative

Women make terrific mentors

Female leaders are trusted

More American workers perceive female executives as being honest and ethical than they do
male executives.

Millennial women are more educated than men

Today’s young women are starting their careers better educated than men. A more educated
workforce is essential for implementing innovative techniques, challenging the status quo and
introducing new business approaches. If women are more educated, women are critical tools to
ignite the growth of a company.

Negative

mininee leader a It is because there are lots of women who have demonstrated successful
leadership, for example Margeret Thatcher, Indira Gandhi, Srimavo Bandaranaike, Indra Nooyi,
Oprah Winfrey, Mallela and so on It is the quality/trait that can be a barrier to success of a leader
not the gender.[Traits such as nurturance, sensitivity, sweetness, supportiveness, gentleness,
warmth, passivity, cooperativeness, expressiveness, modesty, humility, empathy, affection,
tenderness, and being emotional, kind, helpful, devoted, and understanding have been cited as
stereotypically feminine.]Good leader has to have all these traits but, they cannot be so
overbearing and derail the leader’s actions.

Case 3
Think of your experiences with various leaders you have known (at work, at school, in
organizations you have been a member of). Who has been the most entrepreneurial leader you
have personally known?
Answer:
Some of the common entrepreneurial leadership characteristics which my leader have are as
follows.

1. Communication skills
my leader is able to clearly his articulate their ideas, and the his plan to us to achieve our
common goals. They encourage us with communication between departments and across levels.
They avoid ambiguities and generalizations, and are able to avoid conflict and misunderstanding
due to poor communication.
Vision
A successful entrepreneurial leader has a clear vision. He knows exactly where he wants to go
and how to get there. our leader communicate their vision to our team and work with us to make
the vision a reality.
Supportive
our leader realizes the importance of initiative and reactiveness, and they go out of their way to
provide all the support that our team needs to achieve our goals. my leader usually does not
punish employees when they take a calculated risk which misfires. Instead, they sit down with
our employees to analyze what went wrong and work with them to correct the mistakes.
Self-belief
my leader has tremendous belief in themselves and has confidence gained from years of
experimenting, at times failing, and learning. They are aware of their strengths and weaknesses,
and demonstrate their skills without hubris. our entrepreneurial leader is very self-assured.
Shares success
When the team or the organization succeeds at something, my leader does not hog the limelight
or take all the credit. They acknowledge the contribution of others and shares the accolades with
them.
Involved
You will not find an entrepreneurial leader cooped up in the office. Our Leaders like to spend
time among employees, walk around the department, interact with everyone, and see them doing
their job. This leader will usually take some time out to informally chat with employees, and
understand their work and personal challenges.
Honesty
Honesty is the most important quality of an exceptional leader. Entrepreneurial leaders who are
honest are able to quickly win the trust of their employees. People respect leaders to come across
as honest, and are more likely to accept positive or negative feedback and also work harder.
Learning
my leader not only invests significantly in learning and updating their knowledge, but they also
create a learning environment in the organization encouraging our team to improve their
knowledge, widen their experience, and tackle multiple challenges. They encourage employees
to think outside the box and come up with creative solutions to problems.
Flexibility
Entrepreneurial leaders must be flexible because threats and opportunities can change plans in a
heartbeat. Whether it is a small-business owner struggling to hold on to his customers when a
big-box store moves into the neighborhood or a large company CEO dealing with regulatory
changes, these leaders must be able to react and adapt rapidly to change. Leaders must learn
quickly because their jobs are unpredictable. Leaders must also be responsive to changes in the
global environment.

What aspects of entrepreneurial leadership did they exemplify? Did they make you behave in
a more entrepreneurial way?
Answer:

Yes he behave with in enterprenurial way like Be passionate

First and foremost, entrepreneurs are extremely passionate about what they do. Entrepreneurial
leadership involves organizing and motivating a group of people to achieve a common objective
through innovation, risk optimization, taking advantage of opportunities, and managing the
dynamic organizational environment.

Case 4
We often come across the managers with different leadership style and approach. Some
managers/leaders are people oriented while others are task oriented. Similarly, those leaders are
using diversified approaches e.g. charismatic, transactional, transformational or entrepreneurial
leadership approach. Which leader have you come across more often (either in professional life
or personal life)? How would you rate their utility of task orientation and people orientation?

What differences have you observed in their motivational techniques?

A manager has many duties. One of the most important ones is to motivate and inspire
employees. Only motivated staff members will perform at their best and be maximally
productive. Here are seven ways managers can motivate their employees.

1. Praise. People want to know if they’ve done a good job. The positive assessment from a
superior position can be a powerful spur to productivity. While you shouldn’t tell a worker they
did well when they didn’t, honest praise is a valuable motivational tool. Positive feedback will
make an employee want to continue their success forward to their next project. Knowing your
work is valued will help to motivate anyone.

2. Encourage autonomy. People are happier and more motivated if they feel they are in charge of
their own destiny. Don’t be a micromanager or a control freak — an overbearing attitude will
destroy morale. If an employee can handle it, let them have a freer reign. You don’t need to be
staring over their shoulder on every project. Your workers will enjoy their jobs more (and do
better work) if they have more freedom.

3. Treat them with respect. Just treating your employees like they are intelligent adults can help.
Sadly, many corporate motivation campaigns are juvenile and insulting. Motivational posters
have never motivated anyone, and team-building exercises are often a waste of time. Simply
acting as if your workers are competent, sensible, and trustworthy can be a powerful motivator
all on its own.

4. Allow honest criticism and complaints. Nothing’s more frustrating for a worker than feeling
they can’t openly express their opinion on a touchy subject. Your subordinates will be much
happier if you let them voice their complaints openly and plainly. Don’t bite an employee’s head
off if they come to you with criticism. Of course, you must preserve your position of power —
but you can allow plenty of leeway before your authority is compromised.

5. Ensure a healthy work life balance. Your staff doesn’t want to be worked to the bone. While
riding your employees hard may boost productivity temporarily, the accompanying drop in
motivation will ultimately be more significant. Workers can only be happy and energetic in an
environment that respects the need to balance work and free time. So don’t demand overtime
every week, and let your employees take time off if they have good reason.

6. Be fair. A boss who has double standards for pet employees will destroy office morale. One
person receiving more than their fair share of credit (or money) devalues the efforts of everyone
else. Employees left out in the cold will feel depressed and unappreciated. Adjudicate any
disputes between employees in an impartial, even-handed way. While you’ll especially
appreciate certain workers, don’t give them perks they don’t deserve — managers need to
motivate all their subordinates.

7. Pay them more. Ultimately, the most effective motivator of all is money. People do their jobs
for the pay they receive in return. Of course, it won’t always be possible to increase salaries —
but if you really need to raise morale, raises are the best strategy. It isn’t just about having more
money — an employee’s salary is also a sign of how much the company values them. People are
more motivated to work for companies that value them highly.

To be a quality manager, you must devote yourself to employee motivation. The workers are the
lifeblood of any company, but those workers will not perform well if they do not feel motivated.
In contrast, an inspired employee will actually want to put forth their best effort. See if the above
listed tips will help you motivate your team.
Answer:Task-oriented places emphasis on the task at hand, whereas people-oriented prioritises
the individuals doing it. Task-oriented leaders are more likely to impose a method on their team,
whereas people-oriented leaders will work with them to decide on how things should be
done.Leaders who place prominence on their team’s wellbeing are considered to be people-
oriented leaders, and this comes with a whole host of implications in the workplace.