Question1 Gloria and Class As leaders, should we be willing to step outside of our own belief systems to embrace our employees
Answer 1 Keeping an open mind does not necessarily make one compelled to step out of ones own belief system. Instead, it helps one to get enriched with more ideas and knowledge, which may eventually provide newer insights and vision. Thus any scope to know the nuances of other culture should be treated as a wonderful opportunity to raise the knowledge base. This has more to do with emotional intelligence (Golman, 1995, 1998) that advises to connect and learn. Therefore leaders must keep an open mind and convince the employees with their behavior that all beliefs have some inherent values and humans should be open to values irrespective of the tag of belief with it.
Question 2 As leaders, how would you effectively handle employees at this stage of conflict
Answer 2 If the connotation of conflict can be taken as difference of opinion, then one would see that the major sources of conflict are emanating from either self or group interests or ignorance. The leader should try to imbibe this philosophy incrementally to herhis followers and should provide examples before them by revealing the art of avoiding conflict and inviting more difference of opinions to judge a situation from maximum possible dimensions. Alongside, the leaders should develop the acumen to gauge the intensity of selfgroup interest involved in any such occurrence among employees, and should support the side that sounds more logical. If both sides appear illogical, then it should be time to intervene and keep the issue in the icebox for some days, before dissecting it separately with involved parties.
Question 3 How does a leader influence when heshe does not have the resources to reward Thoughts
Answer 3 A leader can influence the followers with a) spark of insights, b) wonderful ideas and c) embalming company. In the process the leader can reward the followers with what humans long for all their life insights to survive and prosper, ideas to create and win, and a delightful company to share and care. Extrinsic rewards eventually become subservient to intrinsic rewards money can bring joy, a medal can bring sense of accomplishment such instances clearly show that tangible mediums elements of rewards too are poised to evoke inner satisfaction, albeit ephemerally. On the other hand, one spark of insight can bring a sea change in a person, one idea could make anyone a multimillionaire, and for the sake of winning someones smiling company people can shower all their possessions. What arouses the subconscious creates a long-term impact, because that is controlled by inverted Qualia (Dennet, 1990, 1991), which initiates conscious action of humans.
Question 4 Can any of you think of a situation where someone in your company possessed power without authority
Answer 4 Yes I have experienced such a situation more than once and observed the behavioral processes of such persons too they are the refined souls whose actions speak louder than words, which make people realize their superiority at once. Accordingly, the clever submits to them, the jealous avoids them, simpletons follow them and the intelligent observes them with reverence and hopes to learn something from them. Robert Greenleafs (1977) definition of leadership clearly depicts them.
Question 5 As leaders, at what point should we intervene in conflict
Answer 5 Conflicts are mindless competitions to drive a point or some booty home, and from that perspective the leaders should always try to nip any conflict in the bud, and should always try to stop it. Alongside, it is the responsibility of the leaders to explain the difference between conflict and difference of opinion. The notion that knowledgeable workers would be prone to involve in arguments holds no water, since anyone in pursuit of knowledge knows that knowledge acquisition takes place through exchange and not by conflict.
Question 6 Do leadership styles have an impact on motivation What do you think
Answer 6 Yes very much, because humans tend to emulate what they perceive as superior act. Thus followers emulate leaders behavioral processes. Because of this mechanism, the leaders with artificial stance motivate their followers to become artificial and leaders with true intention of doing good to others motivate their followers to do good. Apart from that, followers seek direction and guidance from leaders, where leaders styles of meeting such expectations have a telltale effect on the motivation of the followers. For example, if a follower knows that his leader maintains a coterie and showers undue benefits to the members of it, the follower will be motivated either to despise the leader or to become one of the members of that coterie. Leader-member exchange theory (LMX), a version of transactional leadership style (Dansereau et al., 1975) could fit the above example. On the other hand, Servant leadership style (Greenleaf, 1977), where the leader engages 247 to the welfare of the followers, serves the opposite example of motivating the followers to shun the selfish thoughts and to serve more. To sum up, leadership style impacts on motivation both intrinsically (Deci, 1975) and extrinsically, and styles emanate from the goal and desire structure of the leader.
Question 7 How would this fit in with leadership Do you think that history plays a role in leadership characteristics Why or why not
Answer 7 If the greater part of history speaks about all bad deeds of history, then its smallest yet best and beautiful part definitely speaks about the power of empathy, shown by very small number of people amid most turbulent times of the society. All remembers them since they create the balance in history, and enables it to provide lessons on what it takes in the making of a great leader. Newer generations get to know about the deeds of leaders as well as the journey of civilization from history and the braves among them take up the cudgels from their illustrious predecessors to enrich the civilization with quality leadership, and thereby recreate the history.
Answer 1 Keeping an open mind does not necessarily make one compelled to step out of ones own belief system. Instead, it helps one to get enriched with more ideas and knowledge, which may eventually provide newer insights and vision. Thus any scope to know the nuances of other culture should be treated as a wonderful opportunity to raise the knowledge base. This has more to do with emotional intelligence (Golman, 1995, 1998) that advises to connect and learn. Therefore leaders must keep an open mind and convince the employees with their behavior that all beliefs have some inherent values and humans should be open to values irrespective of the tag of belief with it.
Question 2 As leaders, how would you effectively handle employees at this stage of conflict
Answer 2 If the connotation of conflict can be taken as difference of opinion, then one would see that the major sources of conflict are emanating from either self or group interests or ignorance. The leader should try to imbibe this philosophy incrementally to herhis followers and should provide examples before them by revealing the art of avoiding conflict and inviting more difference of opinions to judge a situation from maximum possible dimensions. Alongside, the leaders should develop the acumen to gauge the intensity of selfgroup interest involved in any such occurrence among employees, and should support the side that sounds more logical. If both sides appear illogical, then it should be time to intervene and keep the issue in the icebox for some days, before dissecting it separately with involved parties.
Question 3 How does a leader influence when heshe does not have the resources to reward Thoughts
Answer 3 A leader can influence the followers with a) spark of insights, b) wonderful ideas and c) embalming company. In the process the leader can reward the followers with what humans long for all their life insights to survive and prosper, ideas to create and win, and a delightful company to share and care. Extrinsic rewards eventually become subservient to intrinsic rewards money can bring joy, a medal can bring sense of accomplishment such instances clearly show that tangible mediums elements of rewards too are poised to evoke inner satisfaction, albeit ephemerally. On the other hand, one spark of insight can bring a sea change in a person, one idea could make anyone a multimillionaire, and for the sake of winning someones smiling company people can shower all their possessions. What arouses the subconscious creates a long-term impact, because that is controlled by inverted Qualia (Dennet, 1990, 1991), which initiates conscious action of humans.
Question 4 Can any of you think of a situation where someone in your company possessed power without authority
Answer 4 Yes I have experienced such a situation more than once and observed the behavioral processes of such persons too they are the refined souls whose actions speak louder than words, which make people realize their superiority at once. Accordingly, the clever submits to them, the jealous avoids them, simpletons follow them and the intelligent observes them with reverence and hopes to learn something from them. Robert Greenleafs (1977) definition of leadership clearly depicts them.
Question 5 As leaders, at what point should we intervene in conflict
Answer 5 Conflicts are mindless competitions to drive a point or some booty home, and from that perspective the leaders should always try to nip any conflict in the bud, and should always try to stop it. Alongside, it is the responsibility of the leaders to explain the difference between conflict and difference of opinion. The notion that knowledgeable workers would be prone to involve in arguments holds no water, since anyone in pursuit of knowledge knows that knowledge acquisition takes place through exchange and not by conflict.
Question 6 Do leadership styles have an impact on motivation What do you think
Answer 6 Yes very much, because humans tend to emulate what they perceive as superior act. Thus followers emulate leaders behavioral processes. Because of this mechanism, the leaders with artificial stance motivate their followers to become artificial and leaders with true intention of doing good to others motivate their followers to do good. Apart from that, followers seek direction and guidance from leaders, where leaders styles of meeting such expectations have a telltale effect on the motivation of the followers. For example, if a follower knows that his leader maintains a coterie and showers undue benefits to the members of it, the follower will be motivated either to despise the leader or to become one of the members of that coterie. Leader-member exchange theory (LMX), a version of transactional leadership style (Dansereau et al., 1975) could fit the above example. On the other hand, Servant leadership style (Greenleaf, 1977), where the leader engages 247 to the welfare of the followers, serves the opposite example of motivating the followers to shun the selfish thoughts and to serve more. To sum up, leadership style impacts on motivation both intrinsically (Deci, 1975) and extrinsically, and styles emanate from the goal and desire structure of the leader.
Question 7 How would this fit in with leadership Do you think that history plays a role in leadership characteristics Why or why not
Answer 7 If the greater part of history speaks about all bad deeds of history, then its smallest yet best and beautiful part definitely speaks about the power of empathy, shown by very small number of people amid most turbulent times of the society. All remembers them since they create the balance in history, and enables it to provide lessons on what it takes in the making of a great leader. Newer generations get to know about the deeds of leaders as well as the journey of civilization from history and the braves among them take up the cudgels from their illustrious predecessors to enrich the civilization with quality leadership, and thereby recreate the history.
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