Darshana Londhe

BUS401: Management Leadership

September 13, 2023

0507451277DL

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Management Leadership - A Saylor Academy Course
Name : Darshana Dattu Londhe
Class: TYBcom Div: A
College: RA Podar College of Commerce and
Economics
Roll No.: 60
 Coverage of the Course

Unit 1 Unit 2 Unit 3 Unit 4 Unit 5

Introduction Leadership Change Leading Without Managing Groups
Theory Management and Formal Authority and Teams
Decision-Making
 INTRODUCTION
What are management and leadership? What is the
purpose of studying how to lead a team? Aren't all
leaders born and not made? If that is the truth, then
millions of people are wasting their time trying to improve

01
their leadership skills. Fortunately, trying to become a
better leader is not a waste of time. While it is true that
some leaders are born, most are made by studying what
makes an effective leader.

Management and leadership are often used

interchangeably; the same applies for groups and teams.
Management is about allocating resources; leadership is
about empowering people. A group is a collection of
individuals with a similar interest. Teams have a similar
goal, but teams work together. A good leader will help a
group and become a team
 1.1 Definitions

• Leadership: Leadership is the process by which an

individual motivates others and mobilizes resources to
achieve a goal.

• Management:Management is the act of getting people

together to accomplish desired goals and objectives.

• Styles of Leadership: Leadership styles can be categorized

as being authoritarian, democratic, laissez-faire,
transactional, or narcissistic.

• Types of Leaders: Transactional Versus

Transformational Leaders: Transactional leadership works
within set established goals and organizational boundaries,
while a transformational approach challenges the status quo
and is more future-oriented.
 1.2 Great Leaders
• Power and Politics: Power is the ability to influence the behavior of others to get
what you want. It is often visible to others within organizations. Conformity
manifests itself in several ways, and research shows that individuals will defer to a
group even when they may know that what they are doing is inaccurate or
unethical. Having just one person dissent helps to buffer this effect. The more
dependent someone is on you, the more power you have over them. Dependency
is increased when you possess something that is considered scarce, important, and
nonsubstitutable by others.

• Nelson Mandela: A Leader's Guide:

Mandela's Leadership Traits:

1. Inclusion of vision and cause

2. Determined spirit
3. Patience to endure suffering
4. Understanding that a positive outlook can eventually bring about a positive change

• Teddy Roosevelt: The Rough Rider in the White House: There had never been a
President like him. He was only forty-two years old when his predecessor William
McKinley was assassinated, the youngest age ever for the chief executive.
He was graduated with the highest honors from Harvard, wrote 23 books, and
was considered the world's foremost authority on North American wildlife. He was
a prizefighting championship finalist, leader of the Rough Riders, a cowboy, a
socialite, a police commissioner, a governor, and a Vice-President.
1.2 Great Leaders
• The Politics of Progressivism: Leaders of the Progressive Era:
1. Many big names that citizens associate with law, business, ethics, and
literature spring from the Progressive Movement.
2. A great political progressivist, Theodore Roosevelt passed many laws that
were meant to curve business and aid labor. He was, however, also
someone who wished to maintain a large military. As a private citizen, he
explored conservation issues, especially in the West.
3. The women's health movement was incubated by Jane Addams but
evolved into a movement on contraceptive education by people such as
Margaret Sanger.
4. Many progressivists knew each other, despite their fields, and often worked
together to help create sweeping changes in society.
5. The progressive movement grew because of the likes of well-educated and
well-informed individuals from the middle or upper classes.

• Vince Lombardi as a strategic leader:Critical to an analysis of Vince

Lombardi as a strategic leader is establishing an accepted definition of a
'strategic leader.' Strategic leadership is the process used by a leader to
affect the achievement of a desirable and clearly understood vision by
influencing the organizational culture, allocating resources, directing
through policy and directive, and building consensus within a volatile,
uncertain, complex and ambiguous global environment which is marked by
opportunities and threats.
 Leadership Theory

People have studied leadership since ancient times,

and theories of leadership have been around for
centuries (Plato, Sun Tzu, Machiavelli, and so on).
However, it wasn't until the 20th century that modern
theories began to take shape. Today, researchers

02
study leadership the same way that they study other
aspects of psychology: they seek to get a better
understanding of people's behavior and motivation.
t,
The problem with some of these theories is that they
tend to contradict instead of complement each other.
They seek to identify one set of rules or behaviors that
turns someone into a leader. The reality is likely a
combination of all the theories and some ideas that
have yet to be defined. It is best to study these
theories with an open mind and understand that they
each have their own merits. Remember that emphasis
should not be placed on any one theory.
2.1 Trait Theory
• The Trait-Theory Approach:
1. According to trait leadership theory, certain integrated patterns of personal
characteristics nurture consistent leader effectiveness in a group of people.
2. Trait leadership tries to identify inherent attributes and acquired abilities that
differentiate leaders from non-leaders.
3. The traits of effective leaders can be organized into three groups:
demographic, task competence, and interpersonal.
4. These leadership traits motivate leaders to perform and achieve goals for
the organizations they represent.

• Leadership Traits: The traits of an effective leader include the following:

Emotional stability, Dominance, Enthusiasm, Conscientiousness, Social
boldness, Tough-mindedness, Self-assurance, Compulsiveness.

• 8 Traits of Successful Entrepreneurs: Strong leadership qualities, Highly

self-motivated, Strong sense of basic ethics and integrity, Willingness to fail,
Serial innovators, Know what you don't know, Competitive spirit, Understand
the value of a strong peer network.
2.2 Behavioral Theory
• What do leaders do?
When researchers failed to identify a set of traits that would distinguish effective from ineffective
leaders, research attention turned to the study of leader behaviors. Leaders may demonstrate task-
oriented and people-oriented behaviors. Both seem to be related to important outcomes, with task-
oriented behaviors more strongly relating to leader effectiveness and people-oriented behaviors
leading to employee satisfaction. Leaders can also make decisions using authoritarian, democratic,
or laissez-faire styles. While laissez-faire has certain downsides, there is no best style, and the
effectiveness of each style seems to vary across situations. Because of the inconsistency of results,
researchers realized the importance of the context in which leadership occurs, which paved the way
to contingency theories of leadership.

• The Behavioral Approach: The Michigan Leadership Studies of the 1950s and 1960s
researched behavioral approaches and identification of leader relationships and group
[Link] Michigan Leadership Studies classified leaders as either "employee-centered" or
"job-centered".These studies identified three critical characteristics of effective leaders: task-
oriented behavior, relationship-oriented behavior, and participative leadership.

• Blake and Mouton: Robert Blake and Jane Mouton developed their managerial grid in the early
1960s. They described two dimensions:
1. concern for people indicates the degree to which a leader considers team members' needs,
interests, and personal development.
2. concern for production indicates the degree to which the leader emphasizes objectives,
organizational efficiency, and productivity.
2.3 Situational Leadership
• Contingency Approaches to Leadership:The contingency approaches to
leadership describe the role the situation would play in choosing the most
effective leadership style. Fiedler’s contingency theory argued that task-oriented
leaders would be most effective when the situation was the most and the least
favorable, whereas relationship-oriented leaders would be effective when
situational favorableness was moderate.

• Boss Habits= Situational Leadership:

1. Don’t be insecure and need fast, right answers.
2. Reward messengers with bad news.
3. Make it cool to make “good, new mistakes”
4. Publish systematically generated “praisings” and (disguised) “mistakes” into
excellence mistakes.

• Contingency Approach:
1. Situational contingency attests that different circumstances require different
leadership traits.
2. The Fielder model uses the Least Preferred Co-worker (LPC) test to measure
leadership traits.
3. A favorable situation for a leader has three components: good relations between
the leader and follower, a highly structured task, and a powerful leadership
position.
 2.4 Skill-Based Leadership
Introduction to Competencies:
Competencies are probably most closely related to abilities. However, in our craft,
Learning and Development, the term ability normally means either able to do or a special
talent; while competencies relate more to expertise and experience. Competencies can be
thought of as the state or quality of being well qualified to perform a task. A person gains
competency through education, training, experience, or natural abilities.

As the chart below shows, competence does not equal competency. Competence is skill-
based can be trained and learned, while competency is behavior-based and describes the
individual's characteristics and personality. Competencies can also be learned, but due to
their behavior-based nature, it is not possible simply to teach or measure them. (Sanghi,
2007)

Competence vs. Competency

Competence → Competency
Skill-based Behavior-based
Standard obtained Manner of behavior
What is measured ← How the standard is
achieved
 2.5 Visionary Characteristics

Seven qualities of visionary leaders:

Over the years, Brad has spent quality time with the world's top leaders. He
writes, "I've observed that the most hopeful, vision-centered leaders are:

1. Optimistic about the future.

2. Focused on the best in their people. They focus on the unique strengths
of every employee.
3. Never satisfied but always content. They seem happy where they are but
refuse to stay there.
4. Consumed with making tomorrow better than today. Hopeful leaders
never settle.
5. Accepting of change.
6. Inclusive, not exclusive. Hopeful leaders invite others into their vision.
7. Personally bought in. Vision is inside them.
 2.6 Transformational Leadership
Key Behaviors of Transformational Leaders:
• Transformational leaders show individualized consideration to followers by
paying attention to and meeting the needs of followers.
• Transformational leaders stimulate ideas and creativity from followers by
creating a safe environment to challenge the status quo.
• Transformational leaders have a vision that inspires and motivates followers to
achieve important goals.
• Transformational leaders serve as role models for their followers, allow them to
identify with a shared organizational vision, and provide a sense of meaning and
achievement.

Transformational leaders challenge followers with an attractive vision and tie that
vision to a strategy for its achievement. They engage and motivate followers to
identify with the organization's goals and values. Transformational leadership
comprises four types of behavior:

➢ Individualized consideration or compassionate leadership

➢ Intellectual stimulation
➢ Inspirational motivation
➢ Idealized influence or charismatic leadership
 CHANGE MANAGEMENT AND
DECISION-MAKING
The most difficult task for a manager is implementing
changes without disrupting the whole business.
Changes to the normal business operation will have
supporters and protesters. It is important for a
manager to understand the point of views from both

03
sides. Sometimes the changes are minor, such as a
new benefits plan. Other times major changes must
be made, such as moving the operations across the
country and laying off employees. The only certainty
with change is that you cannot please everyone, but
a good manager will anticipate reactions and focus
on effective communication.

Both major and minor changes are often the result of

a decision-making process. There are many different
ways to approach a decision, and each method has
an appropriate time and place. Decisions can be
based on dictatorial edicts, on a leader's decision
derived from consultation with subordinates, or on a
more collective process where everyone can develop
and agree on the final outcome.
3.1 Change Management
• Planning and Executing Change Effectively: Effective change effort
can be conceptualized as a three-step process in which employees
are first prepared for change, then change is implemented, and finally
the new behavioral patterns become permanent. According to
emerging contemporary views, it can also be seen as a continuous
process that affirms the organic, ever-evolving nature of an
organization.

• Managing Change for Organizations:

1. Managing change requires more than simple planning; the significant
human element of change resistance needs to be addressed to
ensure success.
2. Leaders must define change strategy and communicate it effectively
to shareholders, empower and support employees, and mitigate
resistance to the change initiative.
3. Conner identifies six distinct leadership styles related to change: anti-
change, rational, panacea, bolt-on, integrated, and continuous. Each
leadership style represents a unique set of perceptions, attitudes, and
behaviors regarding how organizational disruption should be
addressed.
4. Conner also posited that the six leadership styles are related to two
different types of organizational change: first-order change and
second-order change. Different leadership styles are more effective
in different situations.
 3.1 Change Management
• The Need for Communicating Change:
When change is about to occur, the workforce naturally becomes
concerned with the unknown. The manager or administrative
team should be proactive in dealing with the issue. It's not
uncommon among beings to fear or resist the unknown. The
more that leaders can take a role in explaining the reasons for
the change(s) and how the employee (s) may or will benefit from
it helps to make the transition that much easier. It will not
guarantee that all involved or impacted will come to accept or
appreciate the change(s) but, they will have a better
understanding of whether or not the change is a problem or an
opportunity for them.

• Encouraging Organizations to Change: The Influence

Model
Getting anyone to change is hard. Getting a whole organization
to change can seem nearly impossible. Yet that's exactly what
most organizations need to do to continue to thrive. Over a few
decades of working with all kinds of organizations – businesses,
government agencies, NGOs – we've developed a process to
encourage people to change that works. Not all the time, but far
more often than not.
 3.2 Decision Making
• Making Hard Choices:
1. Look beyond the moment. ...
2. Evaluate a “head choice” versus a “heart choice” ...
3. Consider if you could you survive if disappointed. ...
4. Respect the effect and influence of others. ...
5. Go with what you know.

• Techniques for consensus decision making in large groups: the council’s spokespersons method: The process
towards consensus in large groups uses the assembly or spokesperson committee structure. The process has to be as
clear as possible for everyone and must be accepted amongst all the participants. Along with all these thoughts on
methodology, one must not lose sight of the fact that it is the practice and experience of the participants which makes
consensus based decisions possible.

• Problems with the Rational Decision-Making Model:

1. People rarely have full (or perfect) information. For example, the information might not be available, the person might
not be able to access it, or it might take too much time or too many resources to acquire. More complex models rely on
probability in order to describe outcomes rather than the assumption that a person will always know all outcomes.
2. Individual rationality is limited by their ability to conduct analysis and think through competing alternatives. The more
complex a decision, the greater the limits are to making completely rational choices.
3. Rather than always seeking to optimize benefits while minimizing costs, people are often willing to choose an
acceptable option rather than the optimal one. This is especially true when it is difficult to precisely measure and assess
factors among the selection criteria.
 3.2 Decision Making

• Non-Rational Decision Making:

1. Critics of the rational decision-making model say that
the model makes unrealistic assumptions, particularly
about the amount of information available and an
individual's ability to processes this information when
making decisions.
2. Bounded rationality is the idea that an individual's
ability to act rationally is constrained by the information
they have, the cognitive limitations of their minds, and
the finite amount of time and resources they have to
make a decision.
3. Because decision-makers lack the ability and
resources to arrive at optimal solutions, they often
seek a satisfactory solution rather than the optimal
one.
 3.3 Biases
• The Psychology of Groups: This module assumes that a thorough
understanding of people requires a thorough understanding of groups. Each
of us is an autonomous individual seeking our own objectives, yet we are
also members of groups—groups that constrain us, guide us, and sustain us.
Just as each of us influences the group and the people in the group, so, too,
do groups change each one of us. Joining groups satisfies our need to
belong, gain information and understanding through social comparison,
define our sense of self and social identity, and achieve goals that might
elude us if we worked alone. Groups are also practically significant, for much
of the world’s work is done by groups rather than by individuals. Success
sometimes eludes our groups, but when group members learn to work
together as a cohesive team their success becomes more certain. People
also turn to groups when important decisions must be made, and this choice
is justified as long as groups avoid such problems as group polarization and
groupthink.

• Selectivity of Perception: What we notice depends on a number of factors.

We tend to notice and group information based on what we are interested in
or what is important and push everything else to the background. Our
emotions can also "color" what we perceive or direct our attention. Our
culture, personal and professional knowledge, and beliefs can also determine
what we see and what we don't see.
 LEADING WITHOUT FORMAL
AUTHORITY
While many students of this course will go on to
manage teams, organizations, and companies,
everyone will have opportunities to lead without
being granted any actual authority (called "legitimate
power"). To leverage these opportunities, you must
know what types of power exist and when to use
them. For example, having expert power allows

04
someone to step-up, because they have the most
knowledge about a specific subject.

Leading without authority goes beyond power; the

ability to influence without manipulation, emotional
intelligence, and interpersonal skills are all important
aspects of gaining power and leadership without
having direct authority over a group or team. After
studying these topics, you will be able to recognize
when a leader takes over a situation and to
determine who may be the best leader for a given
situation.
4.1 Power
4.1.1: Sources of Power

• Power is the ability to get things done, sometimes over the resistance of
others.
• Leaders have a number of sources of power, including legitimate power,
referent power, expert power, reward power, coercive power, and
informational power.
• All of these sources of power can be used in combination, and people often
have access to more than one of them.
• Power tactics fall along three dimensions: behavioral, rational, and
structural.

The Six Sources of Power:

1. Legitimate Power
2. Referent Power
3. Expert Power
4. Reward Power
5. Coercive Power
6. Informational Power
 4.1 Power
4.1.2: Forms of Exerting Leadership

• A Leader's Influence: Influence occurs when a person's emotions, opinions, or

behaviors are affected by others. It is an important component of a leader's ability to
use power and maintain respect in an organization. Influence is apparent in the form of
peer pressure, socialization, conformity, obedience, and persuasion. The ability to
influence is an important asset for leaders, and it is also an important skill for those in
sales, marketing, politics, and law.
• Mediation: Mediation is a method of ADR in which the parties retain power to decide
the issue themselves without vesting that power in an outside decision maker. However,
mediation relies on neutral mediators who facilitate the mediation process to assist the
parties in achieving an acceptable, voluntary agreement.
• Leadership and Conflict Management: Business Ethics: There are intellectual and
motivational limits to ethical behavior. An effective ethics program will create a culture to
act with integrity using a systematic and process oriented approach to intellectual and
character development.
• Actions Speak Louder than Words: Adaptive Non-Verbal Communication is a Key
Leadership Skill for Collaborative Teams: This means that leaders do not need to
display the counterintuitive, and potentially damaging, uncertain, and timid non-verbal
behavior as my second study might have initially suggested. Instead, my third study
found that the negative effects of confident and authoritative non-verbal communication
can be successfully mitigated when an 'open' facilitator role is used by a confident
leader.
 4.2 Influence

Advice from 5 Joomla Project Leaders:

• Ruth Cheesley: Keep your inspiration alive, learn how to listen, and leave
your personal agendas at the door.

• Dianne Henning: Stay focused on your goals and grow a thick skin.

• Chiara Aliotta: Before you speak, learn how to listen. Analyze the situation
and give others a chance to express their opinion without the fear of being
judged.

• Alice Grevet: Be patient, try to be a person others will want to work with
and keep plugging away. Don't let disagreements get personal.

• Tessa Mero: Don't be shy and ask questions if you need help. Always
believe you can do it. You are truly capable of anything if you put your heart
into it. Be involved with things you are interested in, not just "be involved".
 4.3 Emotional Intelligence (EI)
Emotional Leadership:
• As leadership is all about influencing people to achieve a common goal, an "emotional"
approach can be a very important step in the process.
• Leaders in a positive mood can affect their group in a positive way and vice versa.
Charismatic leaders can transmit their emotions and thereby influence followers through the
mechanism of "emotional contagion".
• Group affective tone refers to mood at the group level of analysis. Groups with leaders in a
positive mood have a more positive affective tone than groups with leaders in a negative
mood. Group processes like coordination, effort expenditure, and task strategy also affect
followers.
• Public expressions of mood influence how group members think and act relative to other
group members. Group members respond to those signals cognitively and behaviorally in
ways that are reflected in the group processes.
• Strong emotional leadership depends on having high levels of emotional intelligence (EI).

How Emotion and Mood Influence Behavior:

• The poor decision-making effects of a given mood can hinder a person's job performance
and lead to bad decisions that affect the company.
• Emotion is a subjective lens on an objective world; decision-making should discard emotion
whenever possible. This is particularly important for managers, who make significant
decisions on a daily basis.
• As emotion is largely a chemical balance (or imbalance) in the mind, emotions can quickly
cloud judgment and complicate social interactions without the individual being consciously
aware that it is happening
 4.4 Interpersonal Skills
• Should Open-Source Leaders Go Native?
Anthropologists who traveled to the jungle to study various tribes would debate
(half-jokingly) whether to "go native" – that is, whether to adopt the lifestyle of
the people they were trying to understand or to keep their distance (and
scientific objectivity). It was a research design choice, but also a fundamental
choice about one's identity as a more-than-interested visitor.

• Agressive Personality Types: Main Interests of the Aggressive Personality

Type:
1. being able to dominate and command others, and exercise power
2. being a part of a traditional power structure
3. being self-disciplined; being able to impose discipline on others
4. accomplishing objectives
5. reaching goals
6. being active and adventurous; being physically assertive and competitive in
sports
7. getting people to do what you want them to do

• Working with Individuals: Delegation is the art of creating a project

organizational structure that can be managed and then matching the team
members with the right skills to do that work. Individual goals can be set for
improving abilities that are not natural personality strengths to deal with
projects and project phases.
4.2 Influence MANAGING GROUPS AND TEAMS

Teams should function in the way a group does:

with a more relaxed atmosphere, which will allow
each contributor to feel comfortable in his or her
role. Maintaining this atmosphere can be difficult,
because teams sometimes work in very stressful
environments. This is why building a good team

05
with great dynamics is so important and so
challenging. A team that functions well together
will be more productive than a team that does not
have a good dynamic. Thus, this unit will enable
you to explore the world of teams and groups.
You will learn about the internal processes that
underlie team/group formation and maintenance
as well as the role of leadership in these types of
settings. The unit opens with a discussion of
diversity. While the value of diversity in an
organization is not restricted to team processes,
scholars and business practitioners both agree
that team performance is improved by a diverse
membership.
 5.1 Managing Diversity
• Managing Demographic and Cultural Diversity: With the increasing
prevalence of international business as well as diversification of the domestic
workforce in many countries, understanding how culture affects organizational
behavior is becoming important. Individualism-collectivism, power distance,
uncertainty avoidance, and masculinity–femininity are four key dimensions in
which cultures vary. The position of a culture on these dimensions affects the
suitable type of management style, reward systems, employee selection, and
ways of motivating employees.

• The Challenge of Diversity: Diversity poses various challenges in

communication, from differences in language to differences in culture.
Understanding these cultural differences and what they may accidentally
communicate is critical to effective communication. Majority cultures have a
tendency to create a homogeneous environment, possibly limiting the potential
diverse opinions can provide.

• Diversity: Diversity today no longer merely focuses on one's age, ethnicity, or

gender. It can also address one's physical or mental status. We have seen an
increased effort to assist veterans as they return home. The current and future
managers must identify opportunities for them. The inclusion of individuals
from other nations also must become a part of a diversity strategy. We are
more and more becoming "citizens of the world" as nations exchange their
people for education, vocational and other opportunities to learn and grow.
5.2 Internal Group Processes
• Small Group Communication:
Small group communication refers to interactions among three or more people
who are connected through a common purpose, mutual influence, and a shared
identity. Small groups are important communication units in academic,
professional, civic, and personal contexts.
Advantages of group communication include shared decision making, shared
resources, synergy, and exposure to diversity. Disadvantages of group
communication include unnecessary group formation (when the task would be
better performed by one person), difficulty coordinating schedules, and difficulty
with accountability and social loafing.

• Effects of Group Size on Stability and Intimacy:

➢ A group is said to be in a state of cohesion when its members possess bonds
linking them to one another and to the group as a whole.
➢ An intimate community is one in which some members recognize and are
recognized by all of the others, and most of the members recognize and are
recognized by many of the others. Relationships in intimate communities tend
to be more stable and the groups more cohesive.
➢ Dunbar's number is the suggested cognitive limit to the number of people with
whom one can maintain stable social relationships. It is usually estimated to be
around 150, and this serves as an upper bound on the size of intimate
communities.
 5.3 Building and Managing Teams
• Building Successful Teams: How a team functions is as important an
indicator of its performance as the quality of what it produces. Periodic
assessments help a team identify its strengths and weakness and
create plans to improve how members work together. Methods of
collecting assessment data include discussions, surveys, and
personality diagnostic tests.

• The Three Pillars of High Performance Teams: Mark Miller explains

three pillars of successful teams.
1. First, success begins with selection. Every member must possess,
"Attitude and aptitude for the job". Always begin with attitude, not
skills. I've made the mistake of becoming enamored with skills and
abilities. Bad attitudes ruin teams.
2. Second, success requires constant training. "Become a training
machine", Mark Miller.
3. Third, successful teams develop and enjoy esprit de corps. Mark says
it's the "secret sauce" of high-performance teams; the essential
ingredient. "This is the heart stuff". "Your team will never perform at
the highest possible level if the members of the team don't exhibit
genuine care and concern for one another". Mark Miller. Surprising
benefit: Great teams mean you're not alone.
5.4 Team Leadership
• Leadership and Small Group Communication:
Leaders fulfill a group role that is associated with status and power within
the group that may be formally or informally recognized by people inside
and/or outside of the group. While there are usually only one or two official
leaders within a group, all group members can perform leadership functions,
which are a complex of beliefs, communication patterns, and behaviors that
influence the functioning of a group and move a group toward the
completion of its tasks.

• Decision Making in Groups:

There are trade-offs between making decisions alone and within a group.
Groups have greater diversity of experiences and ideas than individuals, but
they also have potential process losses such as groupthink. Groupthink can
be avoided by recognizing the eight symptoms discussed. Finally, there are
a variety of tools and techniques available for helping to make more
effective decisions in groups, including the Nominal Group Technique,
Delphi Technique, majority rule, consensus, GDSS, and decision trees.
Understanding the link between managing teams and making decisions is
an important aspect of a manager’s leading function.
 5.4 Team Leadership
• The 3 Levels of High-Performance Leadership Communication:
1. Leadership Communication Level 1 is about self awareness and self communication.
2. Leadership Communication Level 2 teaches how they need to project themselves
when they are in front of their team members
3. Level 3 Leadership Communication is about connecting with the individuals on a team
so that the leader understands what uniquely motivates each.

• Virtual Teams: Benefits and Challenges:

Benefits Challenges
Improve collaboration with other business units Misunderstandings due to differences in culture,
language and an inability to read people's
expressions

Tap into a larger pool of expertise Difficulty in leading teams remotely

Improve competitiveness through faster response to Difficulty in building camaraderie and trust
opportunities
Cost reduction, especially travel costs and the need Difficulty in managing the productivity of virtual
for internal meeting spaces teams

Improve collaboration with customers, suppliers, Managing information overload

and partners
 Thank You
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 Management Leadership

Coverage of the Course:

Unit 1: Introduction
Unit 2: Leadership Theory
Unit 3: Change Management and Decision-Making
Unit 4: Leading Without Formal Authority
Unit 5: Managing Groups and Teams

Unit 1: Introduction

Management and leadership are often used interchangeably; the same applies for groups and teams.
Management is about allocating resources; leadership is about empowering people. A group is a
collection of individuals with a similar interest. Teams have a similar goal, but teams work together. A
good leader will help a group and become a team

1.1: Definitions

⚫ Leadership: Leadership is the process by which an individual motivates others and mobilizes
resources to achieve a goal.

⚫ Management:Management is the act of getting people together to accomplish desired goals and
objectives.

⚫ Styles of Leadership: Leadership styles can be categorized as being authoritarian, democratic,

laissez-faire, transactional, or narcissistic.

⚫ Types of Leaders: Transactional Versus Transformational Leaders: Transactional leadership

works within set established goals and organizational boundaries, while a transformational
approach challenges the status quo and is more future-oriented.

1.2: Great Leaders

⚫ Power and Politics: Power is the ability to influence the behavior of others to get what you want.
It is often visible to others within organizations. Conformity manifests itself in several ways, and
research shows that individuals will defer to a group even when they may know that what they
are doing is inaccurate or unethical. Having just one person dissent helps to buffer this effect.
The more dependent someone is on you, the more power you have over them. Dependency is
increased when you possess something that is considered scarce, important, and
nonsubstitutable by others.

⚫ Nelson Mandela: A Leader's Guide:

Mandela's Leadership Traits:

1. Inclusion of vision and cause

2. Determined spirit
3. Patience to endure suffering
4. Understanding that a positive outlook can eventually bring about a positive change

⚫ Teddy Roosevelt: The Rough Rider in the White House: There had never been a President like
him. He was only forty-two years old when his predecessor William McKinley was assassinated,
the youngest age ever for the chief executive. He was graduated with the highest honors from
Harvard, wrote 23 books, and was considered the world's foremost authority on North American
 wildlife. He was a prizefighting championship finalist, leader of the Rough Riders, a cowboy, a
socialite, a police commissioner, a governor, and a Vice-President.

⚫ The Politics of Progressivism: Leaders of the Progressive Era:

1. Many big names that citizens associate with law, business, ethics, and literature spring from the
Progressive Movement.
2. A great political progressivist, Theodore Roosevelt passed many laws that were meant to curve
business and aid labor. He was, however, also someone who wished to maintain a large military.
As a private citizen, he explored conservation issues, especially in the West.
3. The women's health movement was incubated by Jane Addams but evolved into a movement on
contraceptive education by people such as Margaret Sanger.
4. Many progressivists knew each other, despite their fields, and often worked together to help
create sweeping changes in society.
5. The progressive movement grew because of the likes of well-educated and well-informed
individuals from the middle or upper classes.

⚫ Vince Lombardi as a strategic leader:Critical to an analysis of Vince Lombardi as a strategic

leader is establishing an accepted definition of a 'strategic leader.' Strategic leadership is the
process used by a leader to affect the achievement of a desirable and clearly understood vision
by influencing the organizational culture, allocating resources, directing through policy and
directive, and building consensus within a volatile, uncertain, complex and ambiguous global
environment which is marked by opportunities and threats.

Unit 2: Leadership Theory

People have studied leadership since ancient times, and theories of leadership have been around for
centuries (Plato, Sun Tzu, Machiavelli, and so on). However, it wasn't until the 20th century that
modern theories began to take shape. Today, researchers study leadership the same way that they
study other aspects of psychology: they seek to get a better understanding of people's behavior and
motivation. The problem with some of these theories is that they tend to contradict instead of
complement each other. They seek to identify one set of rules or behaviors that turns someone into a
leader. The reality is likely a combination of all the theories and some ideas that have yet to be
defined. It is best to study these theories with an open mind and understand that they each have
their own merits. Remember that emphasis should not be placed on any one theory.

2.1:Trait Theory

⚫ The Trait-Theory Approach:

1. According to trait leadership theory, certain integrated patterns of personal characteristics
nurture consistent leader effectiveness in a group of people.
2. Trait leadership tries to identify inherent attributes and acquired abilities that differentiate
leaders from non-leaders.
3. The traits of effective leaders can be organized into three groups: demographic, task
competence, and interpersonal.
4. These leadership traits motivate leaders to perform and achieve goals for the organizations they
represent.

⚫ Leadership Traits: The traits of an effective leader include the following:

Emotional stability, Dominance, Enthusiasm, Conscientiousness, Social boldness, Tough-mindedness,
Self-assurance, Compulsiveness.

⚫ 8 Traits of Successful Entrepreneurs: Strong leadership qualities, Highly self-motivated, Strong

sense of basic ethics and integrity, Willingness to fail, Serial innovators, Know what you don't
know, Competitive spirit, Understand the value of a strong peer network.

2.2:Behavioral Theory
⚫ What do leaders do?
When researchers failed to identify a set of traits that would distinguish effective from ineffective
leaders, research attention turned to the study of leader behaviors. Leaders may demonstrate task-
oriented and people-oriented behaviors. Both seem to be related to important outcomes, with task-
oriented behaviors more strongly relating to leader effectiveness and people-oriented behaviors
leading to employee satisfaction. Leaders can also make decisions using authoritarian, democratic, or
laissez-faire styles. While laissez-faire has certain downsides, there is no best style, and the
effectiveness of each style seems to vary across situations. Because of the inconsistency of results,
researchers realized the importance of the context in which leadership occurs, which paved the way
to contingency theories of leadership.

⚫ The Behavioral Approach: The Michigan Leadership Studies of the 1950s and 1960s researched
behavioral approaches and identification of leader relationships and group [Link]
Michigan Leadership Studies classified leaders as either "employee-centered" or "job-
centered".These studies identified three critical characteristics of effective leaders: task-oriented
behavior, relationship-oriented behavior, and participative leadership.

⚫ Blake and Mouton: Robert Blake and Jane Mouton developed their managerial grid in the early
1960s. They described two dimensions:
1. concern for people indicates the degree to which a leader considers team members' needs,
interests, and personal development.
2. concern for production indicates the degree to which the leader emphasizes objectives,
organizational efficiency, and productivity.

2.3: Situational Leadership

⚫ Contingency Approaches to Leadership:The contingency approaches to leadership describe the

role the situation would play in choosing the most effective leadership style. Fiedler’s
contingency theory argued that task-oriented leaders would be most effective when the
situation was the most and the least favorable, whereas relationship-oriented leaders would be
effective when situational favorableness was moderate.

⚫ Boss Habits= Situational Leadership:

1. Don’t be insecure and need fast, right answers.
2. Reward messengers with bad news.
3. Make it cool to make “good, new mistakes”
4. Publish systematically generated “praisings” and (disguised) “mistakes” into excellence mistakes.

⚫ Contingency Approach:
1. Situational contingency attests that different circumstances require different leadership traits.
2. The Fielder model uses the Least Preferred Co-worker (LPC) test to measure leadership traits.
3. A favorable situation for a leader has three components: good relations between the leader and
follower, a highly structured task, and a powerful leadership position.

2.4: Skill-Based Leadership

Introduction to Competencies:
Competencies are probably most closely related to abilities. However, in our craft, Learning and
Development, the term ability normally means either able to do or a special talent; while
competencies relate more to expertise and experience. Competencies can be thought of as the state
or quality of being well qualified to perform a task. A person gains competency through education,
training, experience, or natural abilities.

As the chart below shows, competence does not equal competency. Competence is skill-based can be
trained and learned, while competency is behavior-based and describes the individual's
characteristics and personality. Competencies can also be learned, but due to their behavior-based
nature, it is not possible simply to teach or measure them. (Sanghi, 2007)
Competence vs. Competency
Competence → Competency
Skill-based Behavior-based
Standard obtained Manner of behavior
What is measured ← How the standard is achieved

2.5: Visionary Characteristics

Over the years, Brad has spent quality time with the world's top leaders. He writes, "I've observed that
the most hopeful, vision-centered leaders are:

1. Optimistic about the future.

2. Focused on the best in their people. They focus on the unique strengths of every employee.
3. Never satisfied but always content. They seem happy where they are but refuse to stay there.
4. Consumed with making tomorrow better than today. Hopeful leaders never settle.
5. Accepting of change.
6. Inclusive, not exclusive. Hopeful leaders invite others into their vision.
7. Personally bought in. Vision is inside them.

2.6: Transformational Leadership

Key Behaviors of Transformational Leaders:

⚫ Transformational leaders show individualized consideration to followers by paying attention to
and meeting the needs of followers.
⚫ Transformational leaders stimulate ideas and creativity from followers by creating a safe
environment to challenge the status quo.
⚫ Transformational leaders have a vision that inspires and motivates followers to achieve
important goals.
⚫ Transformational leaders serve as role models for their followers, allow them to identify with a
shared organizational vision, and provide a sense of meaning and achievement.

Transformational leaders challenge followers with an attractive vision and tie that vision to a strategy
for its achievement. They engage and motivate followers to identify with the organization's goals and
values. Transformational leadership comprises four types of behavior:

➢ Individualized consideration or compassionate leadership

➢ Intellectual stimulation
➢ Inspirational motivation
➢ Idealized influence or charismatic leadership

Unit 3: Change Management and Decision-Making

The most difficult task for a manager is implementing changes without disrupting the whole business.
Changes to the normal business operation will have supporters and protesters. It is important for a
manager to understand the point of views from both sides. Sometimes the changes are minor, such as
a new benefits plan. Other times major changes must be made, such as moving the operations across
the country and laying off employees. The only certainty with change is that you cannot please
everyone, but a good manager will anticipate reactions and focus on effective communication.

Both major and minor changes are often the result of a decision-making process. There are many
different ways to approach a decision, and each method has an appropriate time and place. Decisions
can be based on dictatorial edicts, on a leader's decision derived from consultation with subordinates,
or on a more collective process where everyone can develop and agree on the final outcome.

3.1: Change Management

➢ Planning and Executing Change Effectively: Effective change effort can be conceptualized as a
three-step process in which employees are first prepared for change, then change is
implemented, and finally the new behavioral patterns become permanent. According to
emerging contemporary views, it can also be seen as a continuous process that affirms the
organic, ever-evolving nature of an organization.

➢ Managing Change for Organizations:

1. Managing change requires more than simple planning; the significant human element of change
resistance needs to be addressed to ensure success.
2. Leaders must define change strategy and communicate it effectively to shareholders, empower
and support employees, and mitigate resistance to the change initiative.
3. Conner identifies six distinct leadership styles related to change: anti-change, rational, panacea,
bolt-on, integrated, and continuous. Each leadership style represents a unique set of perceptions,
attitudes, and behaviors regarding how organizational disruption should be addressed.
4. Conner also posited that the six leadership styles are related to two different types of
organizational change: first-order change and second-order change. Different leadership styles
are more effective in different situations.

➢ The Need for Communicating Change:

When change is about to occur, the workforce naturally becomes concerned with the unknown. The
manager or administrative team should be proactive in dealing with the issue. It's not uncommon
among beings to fear or resist the unknown. The more that leaders can take a role in explaining the
reasons for the change(s) and how the employee (s) may or will benefit from it helps to make the
transition that much easier. It will not guarantee that all involved or impacted will come to accept or
appreciate the change(s) but, they will have a better understanding of whether or not the change is a
problem or an opportunity for them.

➢ Encouraging Organizations to Change: The Influence Model

Getting anyone to change is hard. Getting a whole organization to change can seem nearly impossible.
Yet that's exactly what most organizations need to do to continue to thrive. Over a few decades of
working with all kinds of organizations – businesses, government agencies, NGOs – we've developed a
process to encourage people to change that works. Not all the time, but far more often than not.

3.2: Decision Making

⚫ Making Hard Choices:

1. Look beyond the moment. ...
2. Evaluate a “head choice” versus a “heart choice” ...
3. Consider if you could you survive if disappointed. ...
4. Respect the effect and influence of others. ...
5. Go with what you know.

⚫ Techniques for consensus decision making in large groups: the council’s spokespersons method:
The process towards consensus in large groups uses the assembly or spokesperson committee
structure. The process has to be as clear as possible for everyone and must be accepted amongst
all the participants. Along with all these thoughts on methodology, one must not lose sight of
the fact that it is the practice and experience of the participants which makes consensus based
decisions possible.

⚫ Problems with the Rational Decision-Making Model:

1. People rarely have full (or perfect) information. For example, the information might not be
available, the person might not be able to access it, or it might take too much time or too many
 resources to acquire. More complex models rely on probability in order to describe outcomes
rather than the assumption that a person will always know all outcomes.
2. Individual rationality is limited by their ability to conduct analysis and think through competing
alternatives. The more complex a decision, the greater the limits are to making completely
rational choices.
3. Rather than always seeking to optimize benefits while minimizing costs, people are often willing
to choose an acceptable option rather than the optimal one. This is especially true when it is
difficult to precisely measure and assess factors among the selection criteria.

⚫ Non-Rational Decision Making:

1. Critics of the rational decision-making model say that the model makes unrealistic assumptions,
particularly about the amount of information available and an individual's ability to processes
this information when making decisions.
2. Bounded rationality is the idea that an individual's ability to act rationally is constrained by the
information they have, the cognitive limitations of their minds, and the finite amount of time
and resources they have to make a decision.
3. Because decision-makers lack the ability and resources to arrive at optimal solutions, they often
seek a satisfactory solution rather than the optimal one.

3.3: Biases

⚫ The Psychology of Groups: This module assumes that a thorough understanding of people
requires a thorough understanding of groups. Each of us is an autonomous individual seeking
our own objectives, yet we are also members of groups—groups that constrain us, guide us, and
sustain us. Just as each of us influences the group and the people in the group, so, too, do
groups change each one of us. Joining groups satisfies our need to belong, gain information and
understanding through social comparison, define our sense of self and social identity, and
achieve goals that might elude us if we worked alone. Groups are also practically significant, for
much of the world’s work is done by groups rather than by individuals. Success sometimes
eludes our groups, but when group members learn to work together as a cohesive team their
success becomes more certain. People also turn to groups when important decisions must be
made, and this choice is justified as long as groups avoid such problems as group polarization
and groupthink.

⚫ Selectivity of Perception: What we notice depends on a number of factors. We tend to notice

and group information based on what we are interested in or what is important and push
everything else to the background. Our emotions can also "color" what we perceive or direct our
attention. Our culture, personal and professional knowledge, and beliefs can also determine
what we see and what we don't see.

Unit 4: Leading Without Formal Authority

While many students of this course will go on to manage teams, organizations, and companies,
everyone will have opportunities to lead without being granted any actual authority (called
"legitimate power"). To leverage these opportunities, you must know what types of power exist and
when to use them. For example, having expert power allows someone to step-up, because they have
the most knowledge about a specific subject.

Leading without authority goes beyond power; the ability to influence without manipulation,
emotional intelligence, and interpersonal skills are all important aspects of gaining power and
leadership without having direct authority over a group or team. After studying these topics, you will
be able to recognize when a leader takes over a situation and to determine who may be the best
leader for a given situation.

4.1 Power
4.1.1: Sources of Power
⚫ Power is the ability to get things done, sometimes over the resistance of others.
⚫ Leaders have a number of sources of power, including legitimate power, referent power, expert
power, reward power, coercive power, and informational power.
⚫ All of these sources of power can be used in combination, and people often have access to more
than one of them.
⚫ Power tactics fall along three dimensions: behavioral, rational, and structural.

The Six Sources of Power:

1. Legitimate Power
2. Referent Power
3. Expert Power
4. Reward Power
5. Coercive Power
6. Informational Power

4.1.2: Forms of Exerting Leadership

A Leader's Influence: Influence occurs when a person's emotions, opinions, or behaviors are affected
by others. It is an important component of a leader's ability to use power and maintain respect in an
organization. Influence is apparent in the form of peer pressure, socialization, conformity, obedience,
and persuasion. The ability to influence is an important asset for leaders, and it is also an important
skill for those in sales, marketing, politics, and law.
Mediation: Mediation is a method of ADR in which the parties retain power to decide the issue
themselves without vesting that power in an outside decision maker. However, mediation relies on
neutral mediators who facilitate the mediation process to assist the parties in achieving an acceptable,
voluntary agreement.
Leadership and Conflict Management: Business Ethics: There are intellectual and motivational limits
to ethical behavior. An effective ethics program will create a culture to act with integrity using a
systematic and process oriented approach to intellectual and character development.
Actions Speak Louder than Words: Adaptive Non-Verbal Communication is a Key Leadership Skill for
Collaborative Teams: This means that leaders do not need to display the counterintuitive, and
potentially damaging, uncertain, and timid non-verbal behavior as my second study might have
initially suggested. Instead, my third study found that the negative effects of confident and
authoritative non-verbal communication can be successfully mitigated when an 'open' facilitator role
is used by a confident leader.

4.2: Influence

Advice from 5 Joomla Project Leaders:

⚫ Ruth Cheesley: Keep your inspiration alive, learn how to listen, and leave your personal agendas
at the door.

⚫ Dianne Henning: Stay focused on your goals and grow a thick skin.

⚫ Chiara Aliotta: Before you speak, learn how to listen. Analyze the situation and give others a
chance to express their opinion without the fear of being judged.

⚫ Alice Grevet: Be patient, try to be a person others will want to work with and keep plugging
away. Don't let disagreements get personal.

⚫ Tessa Mero: Don't be shy and ask questions if you need help. Always believe you can do it. You
are truly capable of anything if you put your heart into it. Be involved with things you are
interested in, not just "be involved".

4.3: Emotional Intelligence (EI)

Emotional Leadership:
⚫ As leadership is all about influencing people to achieve a common goal, an "emotional" approach
can be a very important step in the process.
⚫ Leaders in a positive mood can affect their group in a positive way and vice versa. Charismatic
leaders can transmit their emotions and thereby influence followers through the mechanism of
"emotional contagion".
⚫ Group affective tone refers to mood at the group level of analysis. Groups with leaders in a
positive mood have a more positive affective tone than groups with leaders in a negative mood.
Group processes like coordination, effort expenditure, and task strategy also affect followers.
⚫ Public expressions of mood influence how group members think and act relative to other group
members. Group members respond to those signals cognitively and behaviorally in ways that are
reflected in the group processes.
⚫ Strong emotional leadership depends on having high levels of emotional intelligence (EI).

How Emotion and Mood Influence Behavior:

⚫ The poor decision-making effects of a given mood can hinder a person's job performance and
lead to bad decisions that affect the company.
⚫ Emotion is a subjective lens on an objective world; decision-making should discard emotion
whenever possible. This is particularly important for managers, who make significant decisions
on a daily basis.
⚫ As emotion is largely a chemical balance (or imbalance) in the mind, emotions can quickly cloud
judgment and complicate social interactions without the individual being consciously aware that
it is happening.

4.4: Interpersonal Skills

Should Open-Source Leaders Go Native?

Anthropologists who traveled to the jungle to study various tribes would debate (half-jokingly)
whether to "go native" – that is, whether to adopt the lifestyle of the people they were trying to
understand or to keep their distance (and scientific objectivity). It was a research design choice, but
also a fundamental choice about one's identity as a more-than-interested visitor.

Agressive Personality Types: Main Interests of the Aggressive Personality Type:

1. being able to dominate and command others, and exercise power
2. being a part of a traditional power structure
3. being self-disciplined; being able to impose discipline on others
4. accomplishing objectives
5. reaching goals
6. being active and adventurous; being physically assertive and competitive in sports
7. getting people to do what you want them to do

Working with Individuals: Delegation is the art of creating a project organizational structure that can
be managed and then matching the team members with the right skills to do that work. Individual
goals can be set for improving abilities that are not natural personality strengths to deal with projects
and project phases.

Unit 5: Managing Groups and Teams

Teams should function in the way a group does: with a more relaxed atmosphere, which will allow
each contributor to feel comfortable in his or her role. Maintaining this atmosphere can be difficult,
because teams sometimes work in very stressful environments. This is why building a good team with
great dynamics is so important and so challenging. A team that functions well together will be more
productive than a team that does not have a good dynamic. Thus, this unit will enable you to explore
the world of teams and groups. You will learn about the internal processes that underlie team/group
formation and maintenance as well as the role of leadership in these types of settings. The unit opens
with a discussion of diversity. While the value of diversity in an organization is not restricted to team
processes, scholars and business practitioners both agree that team performance is improved by a
diverse membership.

5.1: Managing Diversity

Managing Demographic and Cultural Diversity: With the increasing prevalence of international
business as well as diversification of the domestic workforce in many countries, understanding how
culture affects organizational behavior is becoming important. Individualism-collectivism, power
distance, uncertainty avoidance, and masculinity–femininity are four key dimensions in which cultures
vary. The position of a culture on these dimensions affects the suitable type of management style,
reward systems, employee selection, and ways of motivating employees.

The Challenge of Diversity: Diversity poses various challenges in communication, from differences in
language to differences in culture. Understanding these cultural differences and what they may
accidentally communicate is critical to effective communication. Majority cultures have a tendency to
create a homogeneous environment, possibly limiting the potential diverse opinions can provide.

Diversity: Diversity today no longer merely focuses on one's age, ethnicity, or gender. It can also
address one's physical or mental status. We have seen an increased effort to assist veterans as they
return home. The current and future managers must identify opportunities for them. The inclusion of
individuals from other nations also must become a part of a diversity strategy. We are more and more
becoming "citizens of the world" as nations exchange their people for education, vocational and other
opportunities to learn and grow.

5.2: Internal Group Processes

⚫ Small Group Communication:

Small group communication refers to interactions among three or more people who are connected
through a common purpose, mutual influence, and a shared identity. Small groups are important
communication units in academic, professional, civic, and personal contexts.
Advantages of group communication include shared decision making, shared resources, synergy, and
exposure to diversity. Disadvantages of group communication include unnecessary group formation
(when the task would be better performed by one person), difficulty coordinating schedules, and
difficulty with accountability and social loafing.

⚫ Effects of Group Size on Stability and Intimacy:

➢ A group is said to be in a state of cohesion when its members possess bonds linking them to one
another and to the group as a whole.
➢ An intimate community is one in which some members recognize and are recognized by all of
the others, and most of the members recognize and are recognized by many of the others.
Relationships in intimate communities tend to be more stable and the groups more cohesive.
➢ Dunbar's number is the suggested cognitive limit to the number of people with whom one can
maintain stable social relationships. It is usually estimated to be around 150, and this serves as
an upper bound on the size of intimate communities.

5.3: Building and Managing Teams

➢ Building Successful Teams: How a team functions is as important an indicator of its performance
as the quality of what it produces. Periodic assessments help a team identify its strengths and
weakness and create plans to improve how members work together. Methods of collecting
assessment data include discussions, surveys, and personality diagnostic tests.

➢ The Three Pillars of High Performance Teams: Mark Miller explains three pillars of successful
teams.
1. First, success begins with selection. Every member must possess, "Attitude and aptitude for the
job". Always begin with attitude, not skills. I've made the mistake of becoming enamored with
skills and abilities. Bad attitudes ruin teams.
2. Second, success requires constant training. "Become a training machine", Mark Miller.
3. Third, successful teams develop and enjoy esprit de corps. Mark says it's the "secret sauce" of
high-performance teams; the essential ingredient. "This is the heart stuff". "Your team will never
perform at the highest possible level if the members of the team don't exhibit genuine care and
concern for one another". Mark Miller. Surprising benefit: Great teams mean you're not alone.

5.4: Team Leadership

⚫ Leadership and Small Group Communication:

Leaders fulfill a group role that is associated with status and power within the group that may be
formally or informally recognized by people inside and/or outside of the group. While there are
usually only one or two official leaders within a group, all group members can perform leadership
functions, which are a complex of beliefs, communication patterns, and behaviors that influence the
functioning of a group and move a group toward the completion of its tasks.

⚫ Decision Making in Groups:

There are trade-offs between making decisions alone and within a group. Groups have greater
diversity of experiences and ideas than individuals, but they also have potential process losses such as
groupthink. Groupthink can be avoided by recognizing the eight symptoms discussed. Finally, there
are a variety of tools and techniques available for helping to make more effective decisions in groups,
including the Nominal Group Technique, Delphi Technique, majority rule, consensus, GDSS, and
decision trees. Understanding the link between managing teams and making decisions is an important
aspect of a manager’s leading function.

⚫ The 3 Levels of High-Performance Leadership Communication:

1. Leadership Communication Level 1 is about self awareness and self communication.
2. Leadership Communication Level 2 teaches how they need to project themselves when they are
in front of their team members
3. Level 3 Leadership Communication is about connecting with the individuals on a team so that
the leader understands what uniquely motivates each.

⚫ Virtual Teams: Benefits and Challenges:

Virtual Teams: Benefits and Challenges:
Benefits Challenges
Improve collaboration with other business units Misunderstandings due to differences in culture,
language and an inability to read people's
expressions
Tap into a larger pool of expertise Difficulty in leading teams remotely
Improve competitiveness through faster response Difficulty in building camaraderie and trust
to opportunities
Cost reduction, especially travel costs and the Difficulty in managing the productivity of virtual
need for internal meeting spaces teams
Improve collaboration with customers, suppliers, Managing information overload
and partners

CONCLUSION

Upon successful completion of this course, one will be able to:

⚫ develop a working definition and a distinction between management and leadership;

⚫ differentiate the leadership styles of leaders from their personal traits; and
⚫ assess the role of environment, such as athletics, business, and politics, in shaping the
leadership provided by these individuals.
⚫ describe the key traits of an effective leader;
⚫ compare and contrast the competing behavioral theories of leadership;
⚫ analyze the impact of situations on leadership effectiveness;
⚫ describe the skills associated with effective leadership; and
⚫ assess the effectiveness of visionary leadership.
⚫ assess various methods of communicating change within an organization;
⚫ compare and contrast decision making based on individualized and team processes;
⚫ evaluate the strengths and weaknesses of rational and "satisficing” approaches to decision
making; and
⚫ analyze the impact of biases such as anchoring, groupthink, and selective perception on the
decision making process
⚫ evaluate the primary methods used by leaders to exert power over their subordinates;
⚫ assess the methods used by leaders to exert influence over subordinates;
⚫ analyze the role of emotional intelligence in leadership;
⚫ describe the key interpersonal skills in leadership; and
⚫ evaluate the positive and negative elements of leadership without formal [Link]
the roles of cohesion, communication and motivation in both team and group settings;
⚫ describe the channels of communication utilized in team settings;
⚫ compare and contrast primary strategies for building effective teams;
⚫ assess the types of leadership strategies required for successful team or group performance;
and
⚫ evaluate the importance of an effective transitional leadership strategy for teams.