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Many people in today world are willing to understand and many people are writing about leadership. There are many reasons for the popularity of this topic, including that organizations are faced with changes like never before. The concept of leadership is relevant to any aspect of ensuring effectiveness in organizations and in managing change. This topic in the Library helps you to fully understand the concept and practices of leadership.There are a number of different approaches, or 'styles' to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others.
Leading is a very human activity -- we're all human -- so there are many people who consider themselves experts on leadership. Unfortunately, many people make strong concepts about leadership without understanding about it. Understanding the concept of leadership requires more than reading few articles or fantasizing about what great leaders should be.
Good leader's are made not born, if you have the desire and willpower you can become an effective leader. Good leaders develop through a never ending process of self-study. Leader You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.
Beyond the personal traits of a leader.
· Effective communication - it's more than just being able to speak and write. A leader's communication must move people to work toward the goal the leader has chosen.
· Motivation - a leader has to be able to motivate everyone to contribute. Each of us has different "buttons". A leader knows how to push the right buttons on everyone to make them really want to do their best to achieve the leader's goal.
· Planning - the leader has a plan to achieve the goal. He/she doesn't get too bogged down in the details, that's what managers are for, but rather uses a high level plan to keep everyone moving together toward the goal.
1. Responsibility for group effectiveness is not on the leader's shoulders but is shared by the group.
2. Control over the final decision is not held by the leader but is best left to the group.
3. The importance of one's position and power are de-emphasized in team leadership.
4. The leader perceives the group not as a set of individuals but as an "interacting and collective team."
5. The task-oriented functions of the team are not performed only by the leader but are shared by the entire group through its new roles.
6. Group maintenance functions are not performed systematically but are emphasized and shared by the group as a whole.
7. Socioemotional processes and interactions, while mostly ignored by leaders in top-down settings, are observed closely by team leaders.
8. Expressions of members' needs and feelings are not discouraged but are encouraged by team leaders and are dealt with openly in meetings.
What Characteristics do you think contribute to good leadership?
When I think of characteristics of good leadership that effective leaders embody, I think of the root word, Character. Character is the combination of values and traits that make up who we are. What are the character traits that good leaders share? There are many traits that can build your leadership up if you have them, but can also hinder your leadership if you are lacking in them. We will discuss some of these good leadership characteristics that we find vital to effective leadership. Then let other leaders share and discuss what traits of leadership they find important and why.
Integrity- is the act of doing the right thing even when no one would know otherwise. Some think that you can't have integrity in business. There are cases of people in business with the lack of values. Check out why we think this is the exception importance of ethics in leadership Charisma- good leaders need more than just to be honest, but they also need to be able to attract followers. See what we think of the power of Charismatic Leadership. Forward thinking- good leaders need more than just to be honest, but also need to be able to attract followers, see what we think of the power of visionary leadership.
Name two people who you consider to be good business leaders, and why?
Keith Huckaby was born March 28th 1980, in the small town of Rogers, Arkansas USA. Keith had since lived all over the United States attending sixteen different schools from year one through year thirteen. Keith ended in Michigan before making his move to New Zealand.
Keith has worked many odd jobs, such as collecting cans, mowing lawns and babysitting to name a few, as he grew up. However, when he turned fifteen he felt he had finally made it when he began his first job at Dairy Queen, a quick service restaurant that served burgers, hotdogs, chicken and ice cream. Unfortunately, he was limited to what tasks he could perform, due to his age. At fifteen you have to apply for a workers permit, which has restrictions. So he was given duties such as cleaning out freezers and refrigerators, floors, and bathrooms. On occasion he also did landscaping. Eventually, they did let him do some prep work, as long as he didn't use anything sharp in the process. He wasn't even allowed to use a can opener. Needless to say, this wasn't his dream job, but he still loved being able to work.
Between the years of 1996 and 1998 he worked at Taco Bell Restaurants in Tennessee and Arkansas. Taco Bell is a Quick Service Restaurant (QSR) serving a version of Mexican cuisine. In 1999, when he was 19 years of age, he became a manager of Fazoli's a QSR that serves Italian cuisine.
In 2001 he moved to the sunny State of California and began managing for The Walt Disney Company. Here he managed over ten multi-million dollar attractions or rides at The Disneyland Resort in Anaheim. In 2004 and 2005 Keith received "Attraction of the Year" honors by creating and implementing strategies to achieve guest service, efficiency, safety, budget and show ready targets.
In 2005 he began working for his father-in-laws company in Michigan. During his stay in Michigan, he served as Vice President of Emerging Markets and shareholder. He is currently serving as a member of the board, member of the compensation subcommittee, and shareholder.
In 2006, his wife and he made their move to New Zealand. They felt they wanted an adventure. He had made some trips prior to their move to secure a job. During these trips he met the CEO, John Elliott, and GM of Operations, John Hunter, of Antares Restaurant Group, Burger King.
He had originally met with John Elliott to make contacts with other people for employment elsewhere. John and Keith had a lengthy conversation about his qualifications, skills, passions, and people development. The conversation ended with him saying, "If you have any positions at Burger King you feel would fit my qualifications and skills, I would be more than happy to apply and interview." He responded with, "We don't have anything available now". Four days later he received a call and he said that there might be something. So then he met with John Hunter and had a conversation that covered the same as the above-mentioned conversation with John Elliott. Hunter then invited him to have an on-job-experience at a Burger King Restaurant, where he went through a short orientation of the restaurant and each position, he was introduced to Burger King Values and culture this was aligned throughout each restaurant and all employees demonstrated this value.
Keith led a small team on a day to day basis. This role had little to do with overall strategy, but instead was more focused on daily operations. This was his first experience with a structured leadership role. During this time he was still learning and developing his leadership style. He mentored and built his management team and lead by example creating visions and showing direction to each individual, inspiring and motivating keeping an open mind and listening to all feedback in a positive manner. He wanted to build his team as leaders not just managers managing and concerned with establishing detailed plans and schedules for achieving specific results, then allocating resources to accomplish those plans, rather he focused on creating a compelling vision of the future and developing strategies and tactics for producing the changes needed to achieve the vision.
Full name: Steven Paul Jobs
Birth date: February 24, 1955
Birth place: San Francisco
Key success traits: a man of action, an innovator, a true over comer of obstacles
Company: Apple Computer
Industry: Computers & Electronics
Before, only those who were loyal to their Apple Computer PCs were aware of who Steve Jobs was.
Nowadays, nearly everybody knows him thanks to that phenomenon called the iPod.
Steve Jobs and Apple Computer have had a love-hate relationship even ending at one time with Jobs being booted from the firm only to return in 1996 and completely turn the company around and back to profitability.
This achievement definitely merits Steve Jobs to be included in America's greatest business leader list.
Steve Jobs ' Beginnings Steve Jobs was born to a Syrian father and an American mother, who gave him up for adoption immediately after he was born. He was adopted by Paul and Clara Jobs of California and spent his 'schooling days' in Cupertino, CA, where he often went to the after-school lectures of the Hewlett-Packard Company. Not surprisingly, he was later hired by HP and worked with Stephen Wozniak.
Steve Jobs' First 'Business Deal'
In the mid-1970's, Jobs, then working at Atari, was approached by its founder Nolan Bushnell and offered $100 for every chip that he can reduce for a new circuit board for the game Breakout. He made a deal with Wozniak to share the bonus 50 50. Wozniak amazed everybody by reducing the number of chips by 50. His 'bonus'? $250... Jobs wasn't exactly truthful; he told Wozniak that Artari only gave them a $500 bonus (instead of the $5000 he received).
Steve Jobs and Apple Computer
In 1976, Jobs founded Apple Computer with Wozniak after he saw a computer the latter designed for himself. The company's first product was called the Apple I. The next product was aptly called Apple II and it became such a hit that Apple II is credited to be the best selling computer in the 1970s and early 1980s.
In 1984, the firm introduced the Macintosh, which was the first commercially successful computer with a graphical user interface. It was so successful that Apple abandoned further developments on Apple II.
Alas, not all was smooth sailing. An internal power struggle in Apple ended with Jobs being stripped of his duties in 1985 and so he left the company and founded NeXT Computer. NeXT was not an instant hit but it reflected Jobs' perfectionist side that it garnered its own following.
In 1993, it would transition into a software development firm. Meanwhile, Apple Computer has been struggling and in 1996, it bough NeXT for US$402 million, bringing Jobs back at the helm of the firm he founded. Apple Computer has since then regained its foothold in the computers and electronics industry and has even successfully branched out into the portable music business with the iPod MP3 player, iTunes digital music software and the iTunes Music Store. (atouchofbusiness.com , 2010)
CULTURAL IMPACT ON LEADERSHIP
POOR COMMUNICATION BY SENIOR MANAGEMENT:
This is a fact that if 1200 workers are working in a company communication barrier must be there. Because there is no possible that if this much workers are working in a company of same region or from same background. This is an big influence on management system because sharing of problem not occurs that cause frustration and there is no way of communication between the workers and the top level managers. If the company is making or thinking about any plans or strategies this will definitely affect the workers because of the communication barrier .they don't know what is going on in the company.
Politics in the office brings lots of teamwork in the company. Because every person in the top level management wants to get ahead from others. Office politics can't create a clear incentives to work together. And because of this lover level worker won't give their full effort in their work. Competition in an office to come first between the upper managers influences a lot to lower workers.
LACK OF TEAMWORK:
Teamwork always brings a competition in their work and give good results as well. but if there is no teamwork the Company can't get success. Lack of teamwork is due to bad office politics because they both overlap, since someone has decided to get ahead by limiting cooperation or information sharing. In a frustration sometimes managers don't know how to lead and manage people. They don't know where to put the right person on right place. Due to this they can't get good results from their team.
THE USE OF POLTICALLY CORRECT LANGUAGE:
As its 1200 workers working in a company from different cultures it is sure that use of good or correct political language is difficult. Because of the communication barrier political will be there and it is a big hurdle to get rid of this problem.
Because of this much workers working in a company some co-workers are annoying others. These people are not working properly or as a team in a company and don't let others to work for the company .they don't want that other can do work properly.
From my point of view there is a big impact of culture on the upper points.