Professional Documents
Culture Documents
7. Very briefly explain major leadership traits using Trait theory of leadership
Leadership trait theory is the idea that people are born with certain character
traits or qualities. Since certain traits are associated with proficient leadership, it
assumes that if you could identify people with the correct traits, you will be able
to identify leaders and people with leadership potential.
Most of the time the traits are considered to be naturally part of a person’s
personality from birth. From this standpoint, leadership trait theory tends to
assume that people are born as leaders or not as leaders.
8. Write a short note on managerial grid
Transactional
Transformational
• Has a vision, a view of the future that will excite and convert potential
followers
• Tend to see the big picture, but not the details, where the devil often lurks
• Verbal Communication
• Delegating
• Self awareness
• Team Building
• Managing Conflict
• Security
• Status
• Self-esteem
• Affiliation
• Power
• Goal Achievement
• Contributor
• Collaborator
• Communicator
• Challenger
Teams
•Shared leadership
Work-Group
•Joint accountability
•Defined leadership
•Specific purpose
•Individual accountability
•Collective work-product
•Organization's Purpose
•Open-ended, active problem solving
meetings •Individual work-product
• Production flexibility.
– Scheduling work.
– Allocating tasks.
– Evaluating performance.
20. Discuss very briefly role of shared vision in building high performance teams.
• Members and leaders have high confidence and trust in each other and
are committed and loyal to the group
• The group is eager to help each member develop his/her full potential and
the leader and members are willing to stretch themselves to accomplish
difficult tasks
• The leader exerts influence in establishing the tone and atmosphere for
work by his/her leadership principles and practices
• Communication flows freely and both information giving and receiving are
valued in the group
There are two basic types of change that are polar opposites: radical change and
incremental change. There has been a surprising amount of debate over which kind of
change is better. Some people, such as consultant Gary Hamel, promote the idea of
innovation, or radical change. Others, such as the proponents of kaizen, believe that
smaller, gradual improvements are better.
If we want to make rapid changes, then obviously radical change is the way to go. However,
if we want to make sustainable changes, then incremental change is preferable.
We can combine the speed of radical change with the sustainability and continual
improvement of incremental change. The solution is to focus on incremental change with
quick bursts of radical change.
Help people accept that change is needed because the existing situation is
not adequate.
2) Changing
3) Refreezing
Reinforces the changes made so that the new ways of behaving become
stabilized
• Create a new vision to direct the change and strategies for achieving the
vision.
• Plan for, create, and reward short-term “wins” that move the organization
toward the new vision.
Tall structures:
Flatter structure
• Necessitate delegation
• Communication is simplified
• Pressures on horizontal communication
Product