collectivists: act to help community

Cecilia Martínez, 1. Setting objectives & planning

individualists: strong, self-motivated
A01197738 establish general strategic objectives translate to tactical
objectives
managers; max. personal gain 2. Organizing resources to preplan & prepare necesarry resources
manager: person responsible meet the objectives
leadership traits result from cultural
norms & needs of task of setting objectives,
NOT only give instructions
organizing resources &
leaders in diferent countries are admired for motivating staff ensure structure to allow division of tasks
diferent qualitites each section organized to achieve objectives
3. Directing & motivating staff
understand importance of their role & exercisit carefully guiding, leading & overseeing employees
Cultural
make ethical issues discussion part of the business culture
encouragement of leadership in others
Considerations & motivate staff to develop abilities at work
Leadership Functions of business size increases need of coordination between parts
willingness to encourage & consider feedback & opinions
Management increase deal with & motivate
ability to ignore personal interests 4. Coordinating activities weld together all divisions' objectives to achieve sense of
staff at all levels
the ways they treat people purpose Figurehead: symbolic leader
indicators of ethical management by objectives allows to establish targets for all
their attitudes to people & situations leadership Leader: motivate subordinates/
groups
the ways they motivate 5. Controlling & measuring select & train staff
appraise performance against targets 1. Interpersonal roles
the direction in which they lead performance against targets Liaison: link with managers &
take action if underperformance occurs leader of other divisions
act as source, receiver &
etichal leaders must lead ethically components transmitter of info.
ethical leaders must act ethically
Ethical Consideration & Monitor (receiver): collect relevant data to
Leadership Styles managers undertake many roles
operations
degree of responsibility employees
common roles 2. Informational roles Disseminator: send collected info. from
are prepared to take on
ext. & int. sources to relevant people
training & experience of workforce
ethical leadership: leading by Mintzberg's Spokesperson: communicate info. to
amount of time available for participation knowing & doing what's right Leadership and Management Management Roles ext. groups
management culture & business background
main groups take decision & allocating
confidence personality of managers
depends on resources to meet objectives
strenght of character
Effectiveness of
Leadership Styles Entrepreneur: looks for new
importance of the issue opportunities to develop business
take decisions on their own Disturbance handler : respond to changing situations of
set objectives themselves keeps al decision-making at risk/ take responsibility when threatening factors develop
3. Decisional roles
the center of organization Resource allocator: decide allocation of
issue instructions to workers & ensure they
financial, human & other resources
are caried out
Autocratic Leaders styles Negotiator: represent organizarion in all
workers are dependant & won´t show iniciative important negotiations
low motivation of staff Leadership Styles
one-way communication (NO feedback) Differences Between leadership: act of motivating a group of
leaders are naturally different Management & Leadership people towards common objective
orders issued quickly (ex. police)
from others
in case of crisis desire to succeed & natural
fatherly style used by dominant males where self-confidence that they will
What Makes a
power is used to control & protect employees ability to think beyond the obvious
Good Leader
pay more attention to social aspects of employees creative
concerned with keeping them happy & motivated
encourage others to do the same Leadership Management
decisions with workers interests at heart Paternalistic Leaders
feedback & morale imporvement
multitalented
final decisions taken by management Motivate & inspire others Direct & monior others
higher loyalty & motivation understand wide range of issues Innovators who
encourage others to Problem-solvers
no true participation sense of frustration promotes the active incisive mind; identify heart of issue accept change
participation of rather then unnecessary details Official position of
Cares for personal traits
engage in discution with workers before taking decision workers in decisions responsibility in organization
& qualities
two-way communication
may lead to better final decisions Natural abilities & instincts Skilled & qualified to perform role
workers ofer valuable work experience Democratic Leaders
varies with the task, leaders Believes in the right thing Believes in doing things right
rapid change leads to need to cunsult workers Situational Leaders adapt style to each situation
Respected & trusted by Listened by others because
more acceptable to change when everyone has been involved followers of status
adapt to skills & experience of group
reverse of autocratic style most of decisions left Creates & develops a
to workforce, "hands- Accepts the norms
translates to "let them do it" adapt to task or job culture of change
off" approach
little input from management
effective in research or design teams
experts in the field work better when not tightly supervised Laissez-Faire Leadership

may lead to lack of confidence, poor decisions & poor motivation

may be hard to know if what they are doing is right