PCM 135 Leadership & Human Relations Management

Assignment cum Test 3

1. Discuss and assess 10 qualities that distinguish a leader.

2. What are the characteristics of followers? Why it is critical for project managers/leaders to be
successful?
3. Discuss the different kinds of intelligence.
4. What are the different styles of leadership? Discuss the continuum of leadership styles.

Submitted By: Afaan Siddiqui (A00155877)

Q.1 Discuss and assess 10 qualities that distinguish a leader.
Many people mistakenly believe that leadership and management are the identical thing. this
could not be farther from the truth: anyone is also a pacesetter, irrespective of their position
within an organisation. Many managers, likewise, lack the leadership skills that will qualify them
as great leaders.

To various people, leadership can imply various things. the subsequent may be a decent
definition of an efficient leader: "a one that carries out the subsequent tasks:
• Creates an enthralling future picture.
• Motivates and motivates others to participate within the idea.
• Manages the vision's execution.
• Coaches and develops a team in order that it can do the vision more effectively."

When analysing what excellent leadership sounds like, there are some characteristics of an
excellent leader that distinguish them and are universally true - they're characteristics that any
good leader possesses or should strive for.

10 Qualities that distinguish leaders are mentioned below.

1. Intuitive
The capacity to know the large picture of where the organisation or team they're working with
is headed, what it's capable of, and what it'll desire get there's maybe the foremost important
quality any leader can have.

2. Motivational
It's even as crucial to own a vision because it is to be able to communicate it to others and
acquire them enthused about it. this can be having a positive but realistic presence within the
business so as to stay team members motivated, engaged, and focused on their goals.

3. Critical and strategic thinker

A successful leader are able to objectively evaluate the organisation or team during which they
operate and have an intensive awareness of its strengths, flaws, opportunities, and dangers
(and how they as a personal can work to support or overcome these). They'll be ready to make
course corrections as required and review their work to determine how it fits into the
broader company strategy and goals.

4. Effective Communicator between people

Good leaders must be ready to communicate with others during a real manner. this is not to
mention that you just must be an extrovert or land person to be a leader; many great leaders
identify as introverts! Rather, it entails having the ability to point out empathy, listen actively,
and form meaningful professional connections with those around you, whether or not they are
peers or direct reports.
5. Self-Awareness and Authentic
Being self-aware enough to recognise your strengths and shortcomings, furthermore as
developing an authentic leadership style that's faithful who you're and the way you are
doing your best work, is one amongst the foremost important steps toward becoming a
good leader. you would like to be the most effective leader you'll be able to be, to not strive to
suit into someone else's template. try and embrace the aspects of yourself that cause you
to unique, and you will find that building a real leadership style comes effortlessly.

6. Creative & Open-Mindedness

Being an efficient leader entails being hospitable new ideas, opportunities, and
viewpoints, further because the realisation that there's no "correct" thanks to accomplish
things. Leadership requires the understanding that success requires a willingness to switch how
things are done, bringing in fresh eyes to stimulate new ideas, and thinking outside the box the
maximum amount as possible. Leaders must be able to listen, observe, and adjust their
course pro re nata.

7. Adaptability
When the occasion demands it, leadership also entails being adaptable and fluid. Nothing
happens in step with plan, so be prepared to halt, reassess, and choose on a special course of
action if you run into tiny bottlenecks or major obstacles. Good leaders are going to be ready
to embrace the ever-changing nature of business and confront problems with a
versatile mindset and can be able to motivate others to try to to the identical.

8. Accountability and Reliability

A sense of duty and reliability is one in all the foremost critical attributes a pacesetter can
possess. This involves demonstrating those characteristics not only in your individual job, but
also in your interactions with others. Your teammates must know that they'll estimate you to
try and do your justifiable share of labor and follow through, to support them during difficult
times, and to help them in achieving both shared and individual objectives.

9. Patience and perseverance

A smart leader can see the massive picture, whether it's in terms of a technique, a
circumstance, or a goal. Patience may be a virtue that's vital to successful leadership—from
little tasks to corporate vision—being ready to tackle any bumps on the road and persisting
without being upset or defeated is crucial.

10.Ongoing Improvements
True leaders understand that perfection may be a fallacy, which there's always space for
development in any respect levels, from the individual to the team to the business as an entire.
They'll always be needing to help team members develop new abilities or better a weakness,
be able to identify and implement strategies for the organization's overall growth, and, perhaps
most crucially, be ready to look inside and identify areas they require to figure on - so act on
them.
Q.2 What are the characteristics of followers? Why it is critical for project
managers/leaders to be successful?

Effective followership isn't simple - it needs bravery. Both followers and leaders must
demonstrate courage and integrity. due to their subservient status, followers sometimes
have an excellent greater need for these qualities. Followers must know what they signify and
be willing to speak their own views and opinions to their leaders, whether or not it means
risking their jobs, being degraded, or feeling inadequate. Effective followers have the
courage to require on responsibility, question leadership, participate in change, serve the
organization's needs, and leave when required.

Possessing a can-do attitude. Leaders don't desire excuses; they require results. When a
frontrunner has followers that are positive and self-motivated, who can get things done, accept
responsibility, and stand out essential tasks, the leader's work gets easier. after they perceive
something that must be done or a controversy that has to be handled, leaders respect those
that take responsibility. Leaders are reliant on the thoughts and behaviours of their followers

The personal have to sustain with the days: Followers must learn on what's occurring within
the organization's business or sphere of activity. They also want employees to know their
customers, competitors, and culture, still as how changes in technology or global events may
effect the corporate.

A Collaborative Approach could be a method of working together to attain a standard goal.

Leaders are accountable for way more than their followers' problems, feelings, and
performance within the organisation. Each follower could be a component of the leader's
bigger system, and that they should bear in mind that their actions have an impression on the
whole system.

Courage to Assume Responsibility means the effective follower contains a sense of

private ownership and responsibility for the organisation and its mission. The follower is in
control of his or her own actions and the way they affect the organisation. Effective
followers don't expect a pacesetter or an organisation to produce them with safety, permission
to act, or opportunities for private development. Instead, they rummage around for ways to
attain personal fulfilment, realise their full potential, and fully contribute to the business
possible.

Courage to Challenge means so as to keep up harmony, effective followers don't compromise

their own integrity or the nice of the organisation. Effective followers take a footing when a
leader's actions and decisions go against the organization's best interests.

Courage to Participate in Transformation means the struggle for change and transformation is
seen as a shared experience by all members of the organisation by effective followers. When an
organization goes through a challenging shift, effective followers rally behind the leader and
therefore the company. they're not scared to face challenges and seek to reshape the
organisation.

Courage to Serve and be Subservient means a good follower is awake to the organization's
needs and actively works to fulfill them. Followers, like leaders, can serve others. an addict can
help the leader by supporting him or her and contributing to the organisation in ways in
which are complementary to the leader's role.

Courage to leave means an admirer is also forced to depart from a selected leader–follower
relationship because of organisational or personal circumstances. People may recognise that
they require new challenges, although it's difficult to go away a career where they need many
friends and beloved colleagues. If a pacesetter or group refuses to form required
adjustments, it's time for followers to appear for support elsewhere.

Followers expect their leaders and coworkers to be trustworthy and capable. They do, however,
expect their leaders to be forward-thinking and provoking. The last two characteristics
distinguish a pacesetter from a fan. Followers value more highly to be led instead of controlled.
They also want leaders to supply an environment during which people can give their all.
Offering clarity of direction, delivering honest, constructive comments, and providing coaching
are three distinct ways leaders boost the talents and contributions of followers.

Leaders excite and encourage their teams by simply working with them: creating goals, making
important contributions, acknowledging their achievements, and continually encouraging
them to try and do their best work. Managers control their people and therefore the working
environment, including their work assignments, timelines, deliverables, and so on, as a part
of their concentrate on executing processes.

Project managers who are successful build leadership abilities in encouraging and
provoking their people on an everyday basis. For team development, they use effective human
resource management techniques.

Q.3 Discuss the different kinds of intelligence.

Intelligence permits leaders to assess other people's perspectives and possibly place them into
the strategy to see if they fit. Using meaningful inputs that improve staff morale and
efficiency may be a common thanks to improve employee morale and efficiency.
In whatever form of business, being a frontrunner necessitates a large range of qualities.
Certain personality attributes, like trustworthiness and confidence, enable a private to
effectively manage others and achieve their company's Objectives and Key Results.

Intelligence is one in all these characteristics. However, as we've learned, intelligence may be
a broad concept that encompasses a good range of characteristics. Each is best suited to a
definite purpose, yet they're all as significant.
There are two main forms of intelligence
1. Crystalized Intelligence
2. Fluid Intelligence

Crystalized Intelligence
The ability to use skills and knowledge obtained via earlier learning is observed as crystallised
intelligence (Horn, 1969). the applying of crystallised intelligence necessitates the recollection
of previously learned information and talents.

• Recalling historical events and dates, remembering geographical locations, expanding one's
vocabulary, and reciting poetry texts are all samples of Crystallized Intelligence use (Horn,
1968).
• Crystallized Intelligence is that the outcome of acquired information, like reasoning skills,
linguistic skills, and a technological grasp. this type of intelligence is tested by general
information tests and is linked to education, experience, and cultural background.
• The application of crystallised intelligence necessitates the recollection of previously learned
information and skills. Knowing the way to ride a motorcycle or read a book, as an example.
• According to Horn (1969), Crystallized Intelligence, could be a "precipitate out of experience"
that results from a previous application of fluid intelligence.
• Crystallized Intelligence is required to complete activities involving language mechanics (such
as vocabulary creation) and general information.
• Crystallized Intelligence increases gradually and remains consistent throughout adulthood,
until it starts to drop at the age of 60. Despite the trend, the age at which Crystallized
Intelligence reaches its pinnacle has yet to be determined.

Fluid Intelligence.
Fluid intelligence refers to the flexibility to think quickly and reason flexibly so as to tackle new
problems without hoping on prior information or experience.

• Fluid intelligence enables us to recognise and infer links between

variables, likewise on understand abstract knowledge, which helps us solve problems. It's
linked to big abilities including understanding and learning.
• It's the flexibility to "perceive relationships without relation to previous specialised practise or
training in those relationships." Says Raymond Cattell (1967)
• Solving puzzles, devising novel problem-solving tactics, recognising patterns in statistical
data, and interesting in speculative philosophical reasoning are all samples of fluid intelligence
in action (Unsworth, Fukuda, Awh & Vogel, 2014).
• Fluid intelligence, in line with Horn (1969), is formless and relies only sporadically on
acculturation and prior learning, which encompasses both formal and informal schooling.
• He went on to mention that fluid intelligence can flow into a spread of other cognitive tasks.
As a result, Horn reasoned, one's ability to unravel abstract problems and have interaction in
figural analyses and classifications relies on one's fluid intelligence level (Horn, 1968).
• It has long been assumed that fluid intelligence peaks within the late twenties before
gradually declining (Cacioppo, Freberg 2012). Fluid intelligence is anticipated to deteriorate as
brain function deteriorates, but it's going to also deteriorate since it's used less frequently as
people grow up.

While fluid intelligence and crystallised intelligence are unique, it's worth noting the big
selection of tasks that every of those components are involved in. for instance, when taking a
math exam, one can use fluid intelligence to plan an idea for answering the questions within
the limit.

At the identical time, one's Crystallized Intelligence could also be required to remember many
mathematical concepts and theories to produce the proper answers.

Q.4 What are the different styles of leadership? Discuss the continuum of
leadership styles.
A leader's characteristic characteristics when directing, motivating, guiding, and managing
groups of individuals are remarked as their leadership style. Political movements and social
transformation is sparked by great leaders. they will also inspire others to form, invent, and
perform.
There are three different kinds of leadership:
1. Directive
2. Participative
3. Free-rein

1. Directive Leadership style

• The directed leadership style is characterised by a high degree of consolidated and undivided
control within the hands of the leader. Its adherents tend to issue commands and
directions instead of hear suggestions from those that report back to them.
• Directive Leadership is one in all the four varieties of leadership identified by Martin G. Evans
in his path-goal philosophy. in keeping with this notion, leaders should adjust their leadership
style to suit the workforce and work environment to realize company goals.
• In the military, directive leadership is such as autocratic leadership, which is required for
victory and continuity. in a very business environment, directive leadership also restricts
employees and other organisational stakeholders from providing input or reviews, which is
simply useful in certain circumstances.
• The primary goal of directive leadership is to manage the actions of followers or
subordinates. instead of collaborating with others, you'll frequently make all of your decisions
on your own. rather than inquiring for feedback or allowing your followers to create their own
decisions, a directive leader tells them the way to accomplish things.
The directive leadership style, while it's going to appear to be negative, is kind of effective in
some situations. for instance, a study that checked out the consequences of two different
leadership styles on school effectiveness found that a directive leadership style is the key to a
teacher's good performance.

A directive leadership style are often particularly effective in situations when followers exhibit a
requirement for greater order and rules.
Characteristics of a directive leader are:
1. They take control of Everything
As a directive leader, you're exclusively liable for determining the team's goals then taking the
mandatory steps to satisfy those goals. Individuals rarely challenge your decision after you have
got created the stages needed in a very certain assignment or project, primarily because you
may not let it. it's entirely up to you to determine whether improvements are appropriate or
not.

2. They take from the beginning

When given command of a bunch, a directive leader doesn't waste time stamping their
authority. They take authority without ever feeling the requirement to "sell" their ideas to
others. A directed leader begins assigning responsibilities and making people in command
of their actions after stamping their authority.

3. They Follow a long-time Set of Standards

Most of the tactics employed by directive leaders to manage people are ones they've tried
before and located to be effective or are supported an outlined methodology. you do
not attempt to learn new approaches which will get the identical objectives because you do
not must innovate.

4. They See Stringent Controls as Valuable

A descriptive leader are going to be more practical the more he or she is accountable. only
if they're solely in command of getting things moving, directive leaders are more optimistic
about attaining results. They use several target achievements measures to propel the project
forward as quickly as possible.

2. Participative Leadership style

• Participative leadership could be a leadership style within which leaders hear and involve
their staff in decision-making. It necessitates an open mind, effective communication skills, and
also the ability — and desire — to share power.
• Instead of, pointing fingers when problems develop, participatory leadership supports
collaboration through establishing accountability in individual roles and joining together to
find solutions.
• "Every group member encompasses a say in decision-making," he explained, noting that the
difference between democratic and participatory leadership is that the group makes the
ultimate decision. "Because everyone seems to be on the identical level, there's no leader."
• By demonstrating the importance and value of the team's input on crucial issues,
participatory leadership helps to form trust. Success in a very participative workplace is
attainable due to creativity, innovation, problem-solving ability, a collaborative attitude, and
open mindsets, all of which are essential for any company trying to expand.
• A participatory leader considers everyone on the team's point of view and encourages
everyone to participate within the process. This keeps everyone on the identical page and
provides everyone a way of accomplishment for contributing to the team's success.
• "Being a participatory leader entails involving your entire organisation in decision-making. you
ought to offer the desired information that has an impression on the decision-making
process, similarly as encouraging everyone to participate."
• Employees should be kept informed and responsive to the importance of their
contributions, in line with participatory leadership. It facilitates a free flow of ideas, enhances
morale, and increases staff retention when used appropriately.

3. Free-rein Leadership Style

Free-rein leadership, also referred to as laissez-faire leadership, may be a form
of leadership within which leaders take a back seat and let group members make decisions.
Managers set goals, and employees are liberal to do whatever is important to fulfill those goals.
Warmth, kindness, and understanding are qualities that managers require in such an
environment. In organisations where managers oversee doctors, engineers, professors, and
other experts, free-rein is usually the foremost successful method.

Managers take a hands-off approach by devoting the bulk of their time to big-picture tasks and
allowing team members to finish their tasks independently. Supervisors still encourage team
members to return to them with queries about their responsibilities or requests for extra
resources, if necessary.

The following are a number of the main characteristics of free-rein leadership:

• Hands-off management style: Leaders that use this style will often allow employees to
complete assigned duties on faith in on them on an everyday basis. this enables them to
end and submit work rapidly without having to stress a couple of manager's modifications.
• Freedom in decision-making: Managers provide their employees the liberty to create their
own decisions on certain projects or duties. Employees can frequently make final decisions
without obtaining supervisor approval.
• Leaders provide tools and resources: If employees are having trouble accomplishing
duties, they're encouraged to contact them with any inquiries. They'll give staff with the
resources, counsel, and direction they have to execute their tasks successfully.
• Team members address problems on their own: Managers often urge employees to
resolve their own working challenges as they arise so as to boost their problem-solving and
significant thinking skills. Supervisors are available to guide and advise them if they encounter
any significant issues.
• Leaders provide constructive feedback: After an employee delivers a project, their supervisor
will provide constructive criticism and suggestions to assist them improve their performance.
When team members perform all right, leaders will express their gratitude by praising and
acknowledging them.
• Leaders take responsibility for his or her team's decisions and projects: Supervisors know
that any decisions taken, or projects completed by staff are their responsibility since they
promote a hands-off style. If an employee makes an error, the supervisor will hold their own
management accountable.
• Employees are qualified and experienced: Most employees working under their managers'
free-rein leadership style are highly qualified and experienced in their roles, so that they don't
need close monitoring. A more hands-on leadership approach usually works best for entry-level
personnel who require training and direction in their roles.

The Continuum of Leadership

Tannenbaum and Schmidt first published the leadership continuum in 1958, and it absolutely
was later modified in 1973. Their findings point to a continuum of leadership behaviour that a
manager might engage in, and along which many alternative leadership styles will be found.
The continuum depicts a range of actions connected to the manager's level of power and
therefore the degree of decision-making freedom available to non-managers. On the spectrum
between the 2 extremes of authoritarian and freedom, a good number of leadership
styles are depicted. The left side depicts a method during which a management maintains
control, whereas the correct side depicts the loss of control. Neither extreme, however, is
absolute, and both authority and freedom have their limits.
• The degree of control exercised by a manager could be a defining characteristic. Four main
leadership types are identified thanks to this approach:
Tells: A management recognises a difficulty, decides, and communicates it to his or her
subordinates. The management wants his subordinates to implement his decisions as soon as
possible, while they're not part of the decision-making process.
Sells: the choice is chosen by the manager only, but he understands that there'll be some
amount of resistance from those faced with the choice and thus makes efforts to steer them to
simply accept it.
Consults: Though the management has identified the matter, he doesn't make a final
choice. the matter is conveyed to the subordinates, and therefore the subordinates propose
solutions.
Joins: The management establishes the parameters within which the subordinates can make
decisions, so makes the ultimate choice with them.

To Conclude, Successful leaders, in keeping with Tannenbaum and Schmidt, know when to use
which behaviour. They mould their actions after a radical examination of themselves, their
subordinates, the organisation, and therefore the surrounding environment.