LEADERSHIP AND MANAGEMENT SKILLS

Q1. What is leadership? Explain key characteristics of an effective leader.

A1. “A leader goes in the front, leads the way and by his actions; people
follow.” Leadership is the ability of an individual or a group of individuals to
influence and guide followers or other members of an organization. “With good
leadership, you can create a vision and can motivate people to make it a reality”.
Leadership also communicates effectively to subordinates/colleagues. The clear
vision gives them a better understanding of organisational direction and makes
them realise their roles and responsibilities. One of the main characteristics of
good leaders is their flexibility and ability to adapt to changing circumstances.
Leadership skills are highly sought after by employers as they involve dealing
with people in such a way as to motivate, enthuse and build respect. However,
the only idea that can truly be said to be completely common to all concepts of
‘leadership’ is that the leader is the person in charge of, or ‘leading’, their
followers.
Characteristics of Leadership
1. It is a inter-personal process in which a manager is into influencing and
guiding workers towards attainment of goals.
2. It denotes a few qualities to be present in a person which includes
intelligence, maturity and personality.
3. It is a group process. It involves two or more people interacting with each
other.
4. A leader is involved in shaping and moulding the behaviour of the group
towards accomplishment of organizational goals.
5. Leadership is situation bound. There is no best style of leadership. It all
depends upon tackling with the situations.
An effective leader should also possess: self-confidence, strong communication
and management skills, creative and innovative thinking, perseverance in the
face of failure, willingness to take risks, openness to change, and
levelheadedness and reactiveness in times of crisis. Remember, “To become an
efficient leader, you must be self-motivated”. You must know your identity, your
needs and you must have a strong urge to do anything to achieve your goals.
Once you are self-motivated, only then you can motivate others to achieve their
goals and to harmonize their personal goals with the common goals of the
organization.
Q2. What are basic leadership skills?
A2. Motivation: is a goal-oriented characteristic that helps a person achieve his
objectives. It pushes an individual to work hard at achieving his or her goals. An
executive must have the right leadership traits to influence motivation.
However, there is no specific blueprint for motivation. As a leader, one should
keep an open perspective on human nature. Knowing different needs of
subordinates will certainly make the decision-making process easier. Both an
employee as well as manager must possess leadership and motivational traits.
An effective leader must have a thorough knowledge of motivational factors for
others. He must understand the basic needs of employees, peers and his
superiors. Leadership is used as a means of motivating others.
Team spirit: Developing moral and team spirit certainly has a key impact on
the well-being of an organization. The metal or emotional state of a person
constitutes his or her moral fabric. A leader should step into the shoes of the
subordinates and view things from subordinate’s angle. He should empathize
with them during difficult times. Empathizing with their personal problems
makes them stronger-mentally and emotionally.
Negotiation: Leaders should master the art of negotiation.
To master the art of negotiation you have to be good at influencing people.
Leaders can do that, however it's equally important to sway perception while
maintaining positive relationships and outcomes with employees, customers,
partners, vendors, and investors. A strong negotiator is personable, but strong
willed. They listen well to words, but pay attention to subtext and body
language. Great negotiators must train to maximize their abilities. However, the
social intelligence they hone is innate.
Networking: Networking is Critical to Leadership.
An effective leader understands that networking is important. As such, building,
maintaining, and interacting with your professional network should be a key
component of any leadership development plan. By helping you identify career
opportunities, build a successful team, anticipate organizational changes, and
stay on top of industry trends, your professional network is one of the most
powerful tools at your disposal as a leader.

Q3. Explain different types of leadership styles.

A3. The leadership style varies with the kind of people the leader interacts and
deals with. A perfect/standard leadership style is one which assists a leader in
getting the best out of the people who follow him. All leaders do not possess
same attitude or same perspective. Few leaders adopt the carrot approach and a
few adopt the stick approach. Thus, all of the leaders do not get the things done
in the same manner. Their style varies. Some of the important leadership styles
are as follows:
Autocratic leadership style: In this style of leadership, a leader has complete
command and hold over their employees/team. The team cannot put forward
their views even if they are best for the team’s or organizational interests. They
cannot criticize or question the leader’s way of getting things done. The leader
himself gets the things done. The advantage of this style is that it leads to
speedy decision-making and greater productivity under leader’s supervision.
Drawbacks of this leadership style are that it leads to greater employee
absenteeism and turnover. This leadership style works only when the leader is
the best in performing or when the job is monotonous, unskilled and routine in
nature or where the project is short-term and risky.
The Laissez Faire Leadership Style: Here, the leader totally trusts their
employees/team to perform the job themselves. He just concentrates on the
intellectual/rational aspect of his work and does not focus on the management
aspect of his work. The team/employees are welcomed to share their views and
provide suggestions which are best for organizational interests. This leadership
style works only when the employees are skilled, loyal, experienced and
intellectual.
Democrative/Participative leadership style: The leaders invite and encourage
the team members to play an important role in decision-making process, though
the ultimate decision-making power rests with the leader. The leader guides the
employees on what to perform and how to perform, while the employees
communicate to the leader their experience and the suggestions if any. The
advantages of this leadership style are that it leads to satisfied, motivated and
more skilled employees. It leads to an optimistic work environment and also
encourages creativity. This leadership style has the only drawback that it is
time-consuming.
Bureaucratic leadership: Here the leaders strictly adhere to the organizational
rules and policies. Also, they make sure that the employees/team also strictly
follows the rules and procedures. Promotions take place on the basis of
employees’ ability to adhere to organizational rules. This leadership style
gradually develops over time. This leadership style is more suitable when safe
work conditions and quality are required. But this leadership style discourages
creativity and does not make employees self-contented.
Q4. What is leadership and why is leadership required?
A4. Leadership is the ability of an individual or a group of individuals to
influence and guide followers or other members of an organization. “With good
leadership, you can create a vision and can motivate people to make it a reality”.
A good leader can inspire everyone in the organization to achieve their very
best. Leadership also communicates effectively to subordinates/colleagues. The
clear vision gives them a better understanding of organisational direction and
makes them realise their roles and responsibilities. Leadership skills are highly
sought after by employers as they involve dealing with people in such a way as
to motivate, enthuse and build respect. However, the only idea that can truly be
said to be completely common to all concepts of ‘leadership’ is that the leader is
the person in charge of, or ‘leading’, their followers. Leaders are found and
required in most aspects of society, from business to politics to region to
community-based organizations. A leader’s actions and decisions affect the
morale of his subordinates. Hence, he should always be aware of his decisions
and activities. Team spirit is the soul of the organization. The leader should
always make sure his subordinates enjoy performing their duties as a team and
make themselves a part of the organization’s plans.

Q5. Define recruitment and explain the steps involved in recruitment process.

Q6. Explain in detail “ Johari Window”.

A6. The Johari Window model is a simple and useful tool for illustrating and
improving self-awareness, and mutual understanding between individuals
within a group. This model can also be used to assess and improve a group's
relationship with other groups. This model is particularly useful in team
development. It was devised by American psychologists Joseph Luft and Harry
Ingham in 1955. The model was firstvpublished in the Proceedings of the
Western Training Laboratory in Group Development by UCLA Extension
Office in 1955 and was later expanded by Joseph Luft. Today the Johari
Window model is especially relevant due to modern emphasis on, and influence
of, 'soft' skills, behaviour, empathy, cooperation, inter-group development and
interpersonal development. The Johari Window concept is particularly helpful
in understanding employee/employer relationships within the Psychological
Contract. This model is also referred to as a 'disclosure/feedback model of "self-
awareness" and by some people an "information processing tool". The Johari
Window actually represents information - feelings, experience, views, attitudes,
skills, intentions, motivation, etc - within or about a person - in relation to their
group, from four perspectives, which are described below. The model can also
be used to represent the same information for a group in relation to other
groups. Terminology hereafter refers to 'self' and 'others': 'self' means oneself,
ie, the person subject to the analysis. 'Others' means other people in the person's
group or team. The four Johari Window perspectives are called 'regions' or
'areas' or 'quadrants'. Each of these regions contains and represents the
information - feelings, motivation, etc – known about the person, in terms of
whether the information is known or unknown by the person, and whether the
information is known or unknown by others in the group. The four regions in
the model are outlined in detail below.
Four Regions of the Johari Window Model
What is known by the person about him/herself and is also known by others -
open area, open self, free area, free self, or 'the arena'
What is unknown by the person about him/herself but which others know -
blind area, blind self, or 'blindspot'
What the person knows about him/herself that others do not know - hidden area,
hidden self, avoided area, avoided self or 'facade'
What is unknown by the person about him/herself and is also unknown by
others – unknown area or unknown self
Like some other behavioural models (eg, Tuckman, Hersey/Blanchard), the
Johari Window is based on a four-square grid - it is like a window with four
'panes'. Here's how the Johari Window is normally shown, with its four regions:

Johari Window Model diagram

This is the standard representation of the Johari Window model, showing each
quadrant the same size. The four 'panes' can be changed in size to reflect the
relevant proportions of each type of 'knowledge' of/about a particular person in
a given group or team situation. In new groups or teams, the open free space for
any team member is small because shared awareness is relatively small. As the
team member becomes better established and known, so the size of the team
member's open free area quadrant increases.
Q7. What is self-management skills and discuss the concepts of self-
management skills?
A7. Success starts with self-management. In order to be truly productive,
successful and happy, you need to develop the art of self-management.The
world's greatest leaders are experts at self-management. Any position of
authority or responsibility for others requires you to be able to manage yourself,
before managing others.If you can master these 5 self-management skills, you'll
be on track to a happy and successful life both personally and professionally.
Positivity:
You can’t fake true positivity. Well, not for long anyway. Positivity must come
from the inside in order to be seen on the outside. The first step to developing a
positive outlook is having long-term and short- term goals. Motivate yourself to
achieve them with a constant stream of positivity. Refuse to allow negativity
into your mind. As you complete your goals, you’ll start to see a snowball effect
.Keep your eyes on the end-goal and do something every day to get one step
closer. Don’t be too hard on yourself, and always acknowledge your successes.
The thing about genuine positivity is that it’s infectious. Project your positivity
onto those around you and build a positive environment at work and at home.
Developing Self-awareness:
Being self-aware is one of the hardest self-motivation skills to achieve. It is the
ability to view how your actions and words affect those around you, including
those that you either report to or manage. Although it can be hard to develop, it
is worth persevering. An employee with a strong sense of self- awareness is also
adaptable – self-awareness of their behavior’s consequences allows them to
behave in different ways in different situations. Understanding the causes of
your own behaviour is an incredibly important skill to have. Learn to observe
yourself from an objective standpoint. Be your own manager. Ask others to
judge you. At first, you may not like what you hear. However, instead of
becoming defensive, make a genuine effort to remain neutral. Self-awareness is
a valuable skill that few truly master. It takes years of effort to truly achieve, so
start working on it today.
Stress management:
Stress has ruined lives. If you’re the type to make mountains out of molehills,
you’re on a fast track to an early coronary and burnout. But, don’t stress!
There’s always a solution. Implementing effective stress techniques will allow
you to be proactive in managing the things that pop up in life, rather than
reacting in negative ways.The energy that fuels impulsive behaviour, such as
angry outbursts, is the same energy that can be harnessed to motivate you to
reach further and higher than ever before. When something stresses you out or
drives you to anger, use that event as motivation. The key to managing stress
effectively is delaying your initial reaction and thinking about an effective way
to deal with a situation. Take the time to breathe, think and relax. Only then are
you in a good state of mind to make the right choices about how to move
forward.
Responsibility:
Taking responsibility for your actions is step one towards true self-management.
From a very young age, school teaches us to take responsibility for ourselves.
However, many of us never master this skill. Prioritise your most important
responsibilities. Take care of tasks as they come up, and most importantly,
accept the mistakes you make. There is nothing wrong with making a mistake.
There is, however, something wrong with failing to learn from a mistake.
Expanding your responsibilities is exciting. Self-development is all about
expanding your horizons, and that comes with responsibility. Take\ it, own it,
and develop yourself. When you slip up (and you will slip up), accept it and
move forward.
Productivity:
The best path towards higher productivity is to manage your downtime. Got a
huge load of work to knock out in a single day? Ensure you schedule breaks and
enjoy them. If you’ve got a big year coming up, schedule a weekend where you
can relax and unwind. It’s impossible to operate at 100% capacity all of the
time. Proper planning and time management are the key to getting the most out
of your day. If you’re losing focus or failing to make progress, switch tasks and
come back later. Don’t bang your head against a wall, it never works out.
Q8. Define conflict management and explain styles conflict resolution?
Q9. Who’s an entrepreneur? Classify different types of entrepreneurs and bring
out different traits of an entrepreneur.
A9. Pgs 7-12
Q10. What is pitch making and mention some tips to make pitch making
effective.
Q11. How to create a business plan.
Q12. Write a detail note on “Mind Mapping”.
A12. Mind maps provide a structured way to capture and organize ideas and
information. They help users to understand concepts by breaking them down
into their component parts. The technique is used to develop new ideas, or to
break down and better understand existing information. Whether developing
new ideas or organizing existing information, mind maps help you see how
information fits together. Mind maps provide an expansive and flexible
structure to support your thinking.
Key Characteristics of Mind Maps
Single Central Topic
Unlike other visual diagrams, a mind map is built around a single central topic.
All the information on your map is “anchored” to the same start point. By
placing the main idea at the center, it’s easier for others to understand the core
focus of the mind map.
Expansive Tree Structure
Tree-like branches make up a mind map. They can expand and grow as you
develop your ideas. Each branch shows information organized as topics and
subtopics, based on categorizations and connections identified by the map
creator. The result is a structured hierarchy of information at all levels of the
mind map.
Keyword Focused
Keywords, rather than long sentences or blocks of text, make up a mind map.
Topics on a map branch often include one or two words that best represent an
idea or piece of information. This makes it easier for readers to scan the
information presented without having to read an excessive amount of text.
Q13. Define innovative leadership. Explain the characteristics of innovative
leader.
Q14. Why does culture matter for today’s global leaders?
A14. It is critical that culture be considered when managing globally, as it
translates into personal style, national and organizational culture, and even
industry norms. The entire purpose of leadership is to create a culture. In a large
and well-established organization, it can be difficult for an outsider to
implement a new culture. So, does leadership create a culture or does culture
create leadership? The answer to both questions is yes. The negative cultures
can especially undermine positive leadership as initiatives are actively
undermined by managers who have a stake in the old culture or struggle to
accept the changes inherent in the modern workplace. Whether it’s through
manipulation or complacency, negative cultures can create significant
challenges for change. At the same time, positive leadership can overcome
negative culture and turn the tide over time. A few encouraging results and
positive experiences can go a long way.
Culture as a Function of Leadership
Companies reflect the ethics of the leaders who run them. We’ve seen in recent
times the reaction employees and the public have to companies who fail to
address their stance on social issues, harassment, pay gaps and whose political
leanings go against what employees view to be the common good. As a result,
leaders find themselves having to publicly make statements condemning
systemic racism, political violence and other topics that aren’t easy to talk about
without offending someone or putting oneself at risk. But ultimately, the ethical
stands a leader takes becomes a part of the organization’s culture.
Q15. How to develop human centric solutions for creating social goal?
OR
Q16. How to develop human-centric solutions for creating social good?
Q17. What is ethics? What is an ethical dilemma?
A17. Ethics is the study of what is right or wrong in human conduct. This is a
branch of Philosophy which studies moral principles. Hence, Ethics is also
known as Moral Philosophy. Determinants are the sources from which the
ethical standard arises. There are multiple determinants of ethics like Religion,
Law, Society, Individual, Knowledge Time.
An ethical dilemma (ethical paradox or moral dilemma) is a problem in the
decision-making process between two possible options, neither of which is
absolutely acceptable from an ethical perspective. Although we face many
ethical and moral problems in our lives, most of them come with relatively
straightforward solutions. On the other hand, ethical dilemmas are extremely
complicated challenges that cannot be easily solved. Therefore, the ability to
find the optimal solution in such situations is critical to everyone. Every person
may encounter an ethical dilemma in almost every aspect of their life, including
personal, social, and professional.
How to Solve an Ethical Dilemma?
The biggest challenge of an ethical dilemma is that it does not offer an obvious
solution that would comply with ethics al norms. Throughout the history of
humanity, people have faced such dilemmas, and philosophers aimed and
worked to find solutions to them. The following approaches to solve an ethical
dilemma were deduced:
Refute the paradox (dilemma): The situation must be carefully analyzed. In
some cases, the existence of the dilemma can be logically refuted.
Value theory approach: Choose the alternative that offers the greater good or
the lesser evil.
Find alternative solutions: In some cases, the problem can be reconsidered,
and new alternative solutions may arise.
Examples: Some examples of ethical dilemma include:
● Taking credit for others’ work
● Offering a client a worse product for your own profit
● Utilizing inside knowledge for your own profit.
Q18. How to create a harmonious life?
Q19. Explain in detail steps advised to make ethical decisions.
Q20. How leaders sail through difficult situations? Explain in detail.