Lovely Professional

University

TERM PAPER: MPOB

Subject code: MGT512

TOPIC: “leadership and

managerial effectiveness”

Submitted to: Submitted by:

Mr. Mahesh c. joshi SHIVANI MALIK
ROLL
NO:r1010A04
REG
NO.11004252
MBA(HHM)
• INTRODUCTION
• LEADERSHIP
• MANAGERIAL EFFECTIVENESS
• OBJECTIVE
• RESEARCH METHODOLOGY
• RESEARCH OBJECTIVE
• RESEARCH TYPE
• DATA COLLECTED
• EMERGENCE OF TOPIC
• WHERE ARE OUR FUTURE LEADERS?
• HOW WOMEN CAN FIND MENTORS IN A WORLD
WITH FEW ROLE MODELS.
• WANTED:COMPANY CHANGE AGENT
• REVIEW OF LITERATURE
• CONCLUSION
• BIBLIOGRAPHY
 LEADERSHIP: -

Leadership has been described as the "process of social influence in which one
person can enlist the aid and support of others in the accomplishment of a common
task."
Leadership is "organizing a group of people to achieve a common goal." The leader
may or may not have any formal authority. Students of leadership have produced
theories involving traits, situational interaction, function, behavior, power, vision
and values ‘charisma’, and intelligence among others.
“Leadership is an interactive conversation that pulls people towards becoming
comfortable with language of personal responsibility and commitment”

MANAGERIAL EFFECTIVENESS: -
Managerial Effectiveness is often defined in terms of output - what a manager
achieves. This result oriented definition leads us to look for the factors that
contribute towards the “results”. Studies find three factors to be responsible for the
results that an organization achieves through its managers. These are:
(a) the efforts and ability of the managers,
(b) the environment in which the managers and the organization operates, (c) the
efforts and ability of the subordinates. Thus, the managers’ ability is the key element
in achieving the desired results.

Objective of this term paper to understand the concept of developing leadership in

a organization is very important as this is not only a management on education
concept that we can use in our day to day life Without developing leadership skills
it is hard to stand in today society .In managerial work effective leadership helps to
reduce many disputed matter and to give command to other.
This programme on Managerial Effectiveness focuses by and large on the
managerial ability of Managing Self, Managing Subordinates & Relationships
(which can enhance subordinates’ ability), Managing Change and Decision Making
(which Requires the managers to understand the environment in which she/he and
her/his Organization operates).
RESEARCH OBJECTIVE:
The main objective of this topic is to understand the concept of managerial
effectiveness and management of self, subordinate and their relationship in today’s
modern era.

RESEARCH TYPE:
Descriptive Research

DATA USED:
Secondary Data: mainly from articles from different journals and different websites.

In the early 1980's we set upon a quest to discover what it took to become a leader.
We wanted to know the common practices of ordinary men and women when they
were at their leadership best--when they were able to take people to places they had
never been before. Strategies, tactics, skills, and practices are empty (or worse yet,
manipulative and exploitative) unless we understand the fundamental human
aspirations that connect leaders and constituents. Leadership is certainly not
conveyed in a gene, and it's most definitely not a secret code that can't be understood
by ordinary folks.
Our analysis of thousands of cases and surveys from over a dozen years of research
has revealed a consistent pattern of exemplary leader- ship practices and
fundamental constituent expectations. But knowing that the portrait emerging from
the study of personal-best leadership experiences was only a partial picture, we also
explored the expectations that the constituents have of people they would be willing
to follow. What we've learned from studies specifically with college student leaders
over the past five years has only strengthened our fundamental appreciation that
Leadership is not a mysterious, mystical, or ethereal concept--one that is somehow
beyond the scope and imagination of the vast majority of people. Our research has
shown us that leadership is an observable, learnable set of practices. Indeed, the
belief that leadership can't be learned is a far more powerful deterrent to
development than is the nature of the leadership.

Where Are Our Future Leaders?

Who will lead us into the twenty-first century? It is time for us to decide. A
generation ago the objective of African-American activists was to destroy racial
segregation and integrate mainstream political and economic institutions. Instead we
must recognize that one of the root causes of our divisions and social unrest is an
absence of creative, dynamic leadership. Oppressed people need leaders to liberate
them. Many of us accomplished these goals. But despite examples of individual
success, there remains a simmering leadership crisis that can split our community
apart. This common experience of racial oppression gave us a sense of solidarity and
interdependence. Black physicians depended on Black patients; Black lawyers and
accountants served Black clients.
With desegregation, many affluent African-Americans moved from the ghetto into
integrated suburbs. Graduates of Howard and Spelman now end their children to
Harvard and Swarthmore. In the cities, our sense of community has gradually
deteriorated. Millions of our young people are trapped in a destructive web of
inferior schools, violence, drugs, and unemployment. Historically the social classes
in the Black community were bound together by Jim Crow segregation laws. Blacks
on welfare and Black Ph.D.'s alike were ordered to the back of the bus or denied
work because of their race. We can't depend on the political system--the Democrats
or Republicans--or the corporate world to solve our problems; all too often their
policies have contributed to them. These leaders must be women and men with
vision who have the capacity to articulate the common grievances and goals of the
community.

How Women Can Find Mentors in a World with Few Role

Models
Do women have a tougher time finding mentors than men? That's what women
managers tell me, time and again. The rest must find their own mentors. Here's some
advice. (Minorities and others who have trouble finding role models in upper
management can learn about creative ways to build mentoring relationships, as
well.)
Few women hold positions of power, the story goes. Meanwhile, members of the
predominant mentoring class--white males--are too busy seeking clones of
themselves. And this serves as an effective barrier to top-level jobs. So what's to be
done? A number of local and even national programs are increasing mentoring
opportunities for women, but they only reach a handful of those needing guidance.

Wanted: Company Change Agents

The most sought-after person in today's workplace is someone known as a change
leader, a new breed of middle manager who's in short supply. Very different from
your run-of-the-mill general managers, these mavericks get big results when you
need them. They are focused, determined, willing to break rules, and great at
motivating their troops.
But how do you identify these people in your organization? How do you build a
cadre of such quirky but essential agents of change? McKinsey & Co. director Jon
R. Katzenbach has some answers. For the past three years he and a team of six
McKinsey partners have been studying middle-manager change agents at
organizations from Compaq Computer to Mobil to the New York City Transit. The
fruit of this research is the forthcoming book Real Change Leaders. Katzenbach
recently sat down with Stratford Sherman, a member of Fortune's board of editors, to
discuss what he learned.
Why are midlevel change leaders so important to today's organizations?
For some time now companies have wanted to change the behaviors and skills of
large numbers of their employees. They're not, however, very good at that yet. I
don't see many victories; I don't think even GE would claim complete victory. You
can create a good program-like [former CEO] John Akers's plan in the early 1990s to
transform IBM--but it doesn't work. Something goes wrong in the middle ranks of
the company, and all the admonitions from the top don't get through. For large-scale
transformations, you need a critical mass of change leaders in the middle of the
organization.

ARTICLE#1-Measuring Managerial Effectiveness in Handling Pay :-

Fort Lauderdale: Oct 2008. Vol. 13
In this paper we compare job satisfaction data from a Mexican factory before and
after a pay cut of over fifty percent. Probably because of a lack of external
opportunities, turnover intentions did not increase following the pay cut. However,
morale appears to have been negatively affected. The most striking statistical result
was an increased correlation between satisfaction with pay and with non-pay job
facets after the pay cut - apparently, many workers were unable to separate their
feelings about their reduced pay from other aspects of their jobs. We suggest that an
important goal for managers responsible for implementing a pay cut is to help
workers maintain this separation, and that a comparison of the correlations between
satisfaction with pay and with non-pay facets before and after a pay cut may be a
useful method of measuring of their effectiveness in doing so.

Sources-http://proquest.umi.com/pqdweb?
did=1609415251&sid=1&Fmt=4&clientId=129893&RQT=309&VName=PQD

ARTICLE#2-Comparison of public and private sector

managerial effectiveness in China; A three-
parameter approach:-Chanzi Bao. The Journal of Management
Development. Bradford: 2009. Vol. 28
This paper is seeks to explore the similarities and differences in terms of
managerial effectiveness between public- and private-sector organisations from the
dimensions of motivation, constraints and opportunities.
Design/methodology/approach - This research was undertaken in the form of case
studies targeting senior managers in four multinational corporations' (MNCs')
Chinese subsidiaries. Data were collected through survey and semi-structured
interviews. The analysis of the public sector was referred to previous research
conducted by Analogues. Findings - There are a number of common themes
applicable to both sectors. Several identified constraints can be resolved through the
provision of specific opportunities and appropriate motivation. The differences
identified between the two sectors might indicate a possible development direction
for the effectiveness of future senior manager (SMs) in the public sector. Research
limitations/implications - Future research could consider the use of the Chinese
public sector to complete a comparative analysis. Additionally, this research was
conducted at one point in time, making it difficult to draw robust conclusions when
the selected MNCs are in the developing or transitional phase of their company
policies and practices.
Sources-http://proquest.umi.com/pqdweb?
did=1873437431&sid=1&Fmt=3&clientId=129893&RQT=309&VName=PQD
ARTICLE#3-LOCUS OF CONTROL AS A MODERATOR FOR
RELATIONSHIP BETWEEN ORGANISATIONAL ROLE STRESS AND
MANAGERIAL EFFECTIVENESS
Shalini Srivastava. Vision. New Delhi: Oct-Dec 2009. Vol. 13
Summary-
Getting the pulse of the present economic scenario, corporate are today increasingly
realizing the fact that their people, especially those at the managerial levels, are the
only source of competitive advantage. This has resulted in a renewed focus on the
HR strategies that can ensure retention, commitment, as well as reduction of stress
and maximum effectiveness of managerial personnel. This is only possible when
personnel working in organisations are contended, motivated in their respective
work areas. Managerial effectiveness is important for the survival and growth of
organisations. Experts have, over the years, attempted to describe the work of all
managers by a set of common behaviours or roles. One's personality plays prominent
role in determining his effectiveness or ineffectiveness in dealing with day to day
stress prevailing in an organisation. It was found during the course of reviewing the
literature that there is a paucity of survey research from the psychological point of
view on private sector managers regarding their effectiveness. The present study was
done on a sample of 200 managers belonging to private sector organisations. The
major objective of the study was to analyse moderating effects of Locus of Control
on the relationship between organisational role stress and managerial effectiveness.
Sources-http://proquest.umi.com/pqdweb?
did=2013881011&sid=1&Fmt=3&clientId=129893&RQT=309&VName=PQD

ARTICLE#4-Strengths Based Leadership: Great Leaders, Teams, and

Why People Follow
James Kohnen. The Quality Management Journal. Milwaukee: 2010. Vol. 17
Summary-
Strengths Based Leadership: Great Leaders, Teams, and Why People Follow, by
Tom Rath and Barry Conchie. Rath and Conchie deliver a powerful message in
Strengths Based Leadership that Donald Clifton initially identified and the Gallup
Organization has validated. Identifying and working one's own strengths is more
likely to lead to success, happiness, and satisfaction in one's career than struggling to
overcome inherent weakness genetically, educationally, or environmentally driven.

Sources-http://proquest.umi.com/pqdweb?
did=1948492671&sid=3&Fmt=3&clientId=129893&RQT=309&VName=PQD
ARTICLE#5-AUDITING LEADERSHIP: THE PROFESSIONAL AND
LEADERSHIP SKILLS YOU NEED
Curtis C Verschoor. Internal Auditing. Boston: Jan/Feb 2010. Vol. 25
Summary-Auditing Leadership: The Professional and Leadership Skills You
Need, by Brian D. Kush, is reviewed. The scope of topics covered is considerable,
ranging from better use of e-mail communications to accountability and planning for
your future. While some passages are more applicable to external auditing and
others to internal auditing, the majority of the discussion deals with issues of
importance to all auditors.

Sources-http://proquest.umi.com/pqdweb?
did=1983914151&sid=4&Fmt=3&clientId=129893&RQT=309&VName=PQD

ARTICLE#6-E-WORLD: Tech-assisted 'inventory' approach to HR

Anonymous. Businessline. Chennai: Jul 19, 2010.

Abstract (Summary)

Conjoint analysis A chapter on 'segmentation research for talent' delves into

'conjoint analysis to optimise total rewards' at Microsoft. Conjoint analysis, for
starters, 'sees products and services as combinations of attributes.' For example,
credit cards have attributes such as interest rates, annual fees, credit limits, the
ability to put your picture on the card, and the reputation of the issuing company, the
author instructs. Similarly, 'personal computers have attributes such as monitor size
and refresh rate, keyboard look and feel, operating system vulnerability to viruses,
and the reputation and hipness of the computer brand.' As the dotcom boom was
waning, companies like Microsoft were rethinking their traditional reliance on stock
options and other equity-based rewards, [John W. Boudreau] narrates. He quotes a
snatch from [Steve Ballmer]'s interview for 'Fast Company,' thus: "We're spending
much more time focusing on the quality of the job. We're thinking hard about how to
keep jobs big and full of impact. That's the key: doing more than just fixating on
compensation." Comprehensive total rewards strategy The Redmond giant,
therefore, had its HR and total rewards leaders work with Towers Perrin to apply
conjoint analysis, with the goal of exploring 'a comprehensive total rewards strategy
that not only would better accommodate the preferences of Microsoft's employees
but also would be administratively practical by helping Microsoft optimise where it
customised and where it standardised.' Unlike as in product-based conjoint analysis,
the study here went beyond physical attributes to capture a wide variety of work
experiences, including improved managerial effectiveness, the author recounts.
Conceding that it might be harder to provide precise costs for something like
managerial effectiveness, and that employees might interpret the phrase somewhat
differently, he adds that these imperfections were far less important than the need to
know whether the employees valued improved managerial effectiveness highly
compared to more tangible rewards.

Sources:-http://lea.sagepub.com/content/6/3/243.abstract

ARTICLE#7-The art of leadership and its fine art shadow

1. Daved Barry
1. Copenhagen Business School, Denmark and Universidade Nova de Lisboa,
Portugal, davedbarry@gmail.com
1. Stefan Meisiek
1. Copenhagen Business School, Denmark and Universidade Nova de Lisboa,
Portugal

Abstract

In this paper we attempt to bring art and craft together in the enterprise of leadership, first
by reframing the art of leadership in light of fine art thinking, and then joining it to notions
of craft. With this, we develop an approach to leadership where artistry is closely
dependent on, yet distinct from, craft. Finally, we discuss the ramifications of this
perspective for leadership practice and research.

ARTICLE#8-Exploring Servant Leadership across Cultures: A

Study of Followers in Ghana and the USA
1. Jeff R. Hale
1. Bible League, Chicago, USA, jhale@bibleleague.org
2. Dail L. Fields
1. Regent University, USA, dailfie@regent.edu

Abstract

In the shadow of corporate scandals such as Enron and Worldcom, an increase in

attention has been directed towards an approach termed `servant leadership'. To date,
servant leadership has been discussed and described almost entirely in the North
American context (Farling et al., 1999; Spears, 1995). In the following study, we
explored the extent to which followers from Ghana and the USA have experienced
three servant leadership dimensions in a work situation, and the extent to which
these followers relate servant leadership dimensions to judgments about leadership
effectiveness in each culture. After testing for measurement equivalence and
adjusting the item weights in each culture, we found that Ghanaians reported
experiencing servant leadership behaviors significantly less than North Americans.
We also found that vision had a significantly stronger relationship with leader
effectiveness for Ghanaians in comparison t o North Americans, but that both sub-
samples relate service and humility with leader effectiveness similarly. We explored
possible explanations and implications based on cultural differences.
Sources:-http://sbaweb.wayne.edu/~absel/bkl/.%5Cvol32%5C32bb.pdf

ARTICLE#9-Hero takes a fall: A lesson from theatre for

leadership
1. Brigitte Biehl-Missal
1. Aberystwyth University, UK, bbb@aber.ac.uk

Abstract

Comparing leaders to actors has a long tradition, and researchers and practitioners in
the organizational field have tried to learn lessons from theatre. For developing this
approach, this article takes an interdisciplinary theatre studies perspective and
discusses how leaders in organizations compare to actors in the theatre. It makes the
assertion that the actor’s role in (dramatic, epic and postdramatic) theatre over
several historic epochs can be seen as a complementary, opposed practice that
confronts and challenges audiences rather than ‘playing to them’. Theatre does not
provide us with ideal or charismatic leader characters but, quite the opposite, teaches
us about contentious and problematic heroes. Theatre presents a fundamental
Sdisrespect for tenability and positive affirmation and may offer more critical ideas
about aesthetic interaction, leadership performance and leader-follower interaction.
This illustrates that aesthetic features do not alone turn leadership into an art.
‘Leadership as an art’ through this lens includes critical interaction through
increased aesthetic awareness from the viewpoint of followers.
Sources:-http://lea.sagepub.com/content/4/4/419.abstract

ARTICLE#10-Leadership and Organizing: Sensemaking in

Action
1. Annie Pye
1. School of Management, University of Bath, UK
Abstract

This article aims to challenge some of the assumptions which we make in our
understanding of leadership, through empirical illustration from a large organization
where a chief executive endeavours to ‘lead’ global change. The continuing search
for the Holy Grail, which seems to characterize interest in leadership, implies that
research efforts are perhaps being directed at ‘solving the wrong problem’.
Leadership as a form of social influence is hard to distinguish from many other
influences in relationships between people yet, it is argued, its emphasis on moving
towards future action encourages a conception not dissimilar to organizing. The case
analysis developed in this article goes on to reframe leadership as an example of
sensemaking. It concludes that while sensemaking will never replace leadership as a
focus or topic of interest, to understand leadership as a sensemaking process helps
illustrate more clearly what happens in the daily doing of leading.
Sources:- http://lea.sagepub.com/content/6/3/279.abstract

ARTICLE#11-Leadership as art - leaders coming to their

senses
1. Claus Springborg
1. Independent scholar, Denmark, claus@cocreation.dk

Abstract

In this article I explore the idea that leadership as art is characterized by leaders staying with their
senses, rather than drawing on yesterday’s sense-making, and by sense-making being received
through the senses rather than produced through an analytical process. Two simple models
illustrating these opposing processes are suggested, showing how drawing sense-making from
present sensing allows for greater flexibility in the assumptions we base our decisions on, and that
this process cannot be done by using our conceptual mind. Key elements in this exploration are the
distinction between sense-making and describing sense-making, and placing sensing at the centre
of sense-making. I compare leaders to conceptual artists due to similarities in the mediums with
which they work, and I discuss some practical implications for leadership.
Sources:- http://lea.sagepub.com/content/6/3/279.abstract

ARTICLE#12-Leading aesthetically in uncertain times

1. Ralph Bathurst
1. Massey University, New Zealand, R.Bathurst@massey.ac.nz
1. Brad Jackson
1. The University of Auckland Business School, New Zealand
1. Matt Statler
1. New York University, USA
Abstract

‘Leading Aesthetically’ highlights the processes by which leaders can inspire and motivate using
sense perceptions that go beyond rational, objective, communication. In this article, we contribute
to the theoretical development of aesthetic leadership by drawing on phenomenologist Roman
Ingarden’s notions of presencing and concretization; backward reflexivity; attention to both form
and content; and myth-making. We illustrate the particular relevance of these theoretical concepts
to leadership in conditions of uncertainty and crisis by discussing the case of Hurricane Katrina’s
impacts on New Orleans in 2005. The article concludes that aesthetically-aware leaders are able to
deploy a range of intellectual and emotional skills that can complement more conventional
rational-instrumental decision-making approaches in ways that can have considerable benefits in
times of uncertainty, and most especially in crisis situations.

ARTICLE#13-HOW THE BEST LEADERS BUILD TRUST

By Stephen M. R. Covey

ABSTRACT
Almost everywhere we turn, trust is on the decline. Trust in our culture at large, in our institutions,
and in our companies is significantly lower than a generation ago. Research shows that only 49%
of employees trust senior management, and only 28% believe CEOs are a credible source of
information. Consider the loss of trust and confidence in the financial markets today. Indeed, "trust
makes the world go 'round," and right now we're experiencing a crisis of trust. This crisis compels
us to ask three questions. First, is there a measurable cost to low trust? Second, is there a tangible
benefit to high trust? Third, how can the best leaders build trust in and within their organizations to
reap the benefits of high trust?

Most people don't know how to think about the organizational and societal consequences of low
trust because they don't know how to quantify or measure the costs of such a so-called "soft" factor
as trust. For many, trust is intangible, ethereal, unquantifiable. If it remains that way, then people
don't know how to get their arms around it or how to improve it. But the fact is, the costs of low
trust are very real, they are quantifiable, and they are staggering.

In 2004, one estimate put the cost of complying with federal rules and regulations alone in the
United States -- put in place essentially due to lack of trust -- at $1.1 trillion, which is more than
10% of the gross domestic product. A recent study conducted by the Association of Certified
Fraud Examiners estimated that the average American company lost 6% of its annual revenue to
some sort of fraudulent activity. Research shows similar effects for the other disguised low-trust
taxes as well.

Think about it this way: When trust is low, in a company or in a relationship, it places a hidden
"tax" on every transaction: every communication, every interaction, every strategy, every decision
is taxed, bringing speed down and sending costs up. My experience is that significant distrust
doubles the cost of doing business and triples the time it takes to get things done.
By contrast, individuals and organizations that have earned and operate with high trust experience
the opposite of a tax -- a "dividend" that is like a performance multiplier, enabling them to succeed
in their communications, interactions, and decisions, and to move with incredible speed. A recent
Watson Wyatt study showed that high trust companies outperform low trust companies by nearly
300%!
I contend that the ability to establish, grow, extend, and (where needed) restore trust among
stakeholders is the critical competency of leadership needed today. It is needed more than any
other competency. Engendering trust is, in fact, a competency that can be learned, applied, and
understood. It is something that you can get good at, something you can measure and improve,
something for which you can "move the needle." You cannot be an effective leader without trust.
As Warren Bennis put it, "Leadership without mutual trust is a contradiction in terms."

ARTICLE#14-Ethical Integrity in Leadership and

Organizational Moral Culture
1. John C. Thoms
1. University of Sydney, Australia, jcthoms@nosrac.com.au

Abstract

Ethical integrity and moral culture are defined, and ethical integrity in leadership,
ethical dilemmas and failures, and organizational moral culture are examined. These
views are measured against a number of case studies to determine whether there are
linkages between organizational moral culture and the ethical or unethical integrity
of leadership. A number of conclusions are drawn from the case studies. There
appears to be a direct link between ethical leadership and organizational moral
culture, although in some cases, considerable time may be needed to change the
moral culture of an organization. Shareholders and the public appreciate and reward
organizations with high ethical principles and moral culture whereas regulators are
increasingly taking legal action against companies which flout share-holders' and the
public's trust. The article questions whether codes of conduct, regular performance
and audit reviews or other mechanisms to maintain ethics inhibit employees' right to
moral autonomy. Finally, it is noted that inconsistencies exist in correlating private
standards and behaviour as important predictors or determinants of ethical business
conduct.

ARTICLE#15-Descriptive Model of Managerial Effectiveness

By: Fred Luthans, Dianne H. B. Welsh, and Lewis A. Taylor III
Luthans, F., Welsh, D.H.B., & Taylor, L. (1988, June). A descriptive model of
managerial
effectiveness. Group & Organization Studies, 13(2), 148-162.

Abstract:
This study was designed to help understand what effective managers really do.
Unlike previous research on managerial effectiveness, a diverse sample (N = 78) of
managers was directly observed in natural settings. These data on managerial
activities gathered by trained observers were related to a subordinate-report measure
of unit effectiveness. Using canonical correlation analysis, a descriptive model of
managerial effectiveness was derived. This one-dimensional model consists of a
continuum ranging from a quantity-oriented human resource manager (who was
observed to exhibit considerable staffing and motivating or reinforcing activities and
was perceived to have quantity performance in the unit) to quality- oriented
traditional manager (who was observed to exhibit a lot of interaction with outsiders,
controlling and planning activities, and was perceived to have quality performance
in the unit). This empirically derived descriptive model helps identify needed
managerial activities and skills for quantity and quality performance in today's
organizations.

ARTICLE#16- DEVELOPING MANAGERIAL EFFECTIVENESS:

ASSESSING AND COMPARING THE IMPACT OF DEVELOPMENT
PROGRAMMES USING A MANAGEMENT SIMULATION OR A
MANAGEMENT GAME
John Kenworthy

Managing Director, Corporate Edge Asia

johnk@ce-asia.com

Annie Wong

Director Corporate Edge Asia

ABSTRACT
This research evaluates the effectiveness of using a
management simulation, a management game or case studies
within a strategic management training programme. The literature
suggests that there is anecdotal evidence that both simulations
and games surpass the use of case studies, but there is much
criticism of the lack of robust research models used to validate the
claims.
Using a quasi-experimental design with a reliable managerial competency
assessment instrument, the authors assess the impact of different programme groups,
the assessed change in workplace behaviour on a 180° basis and participant learning
as demonstrated to their own senior managers.

anniew@ce-asia.com

ARTICLE#17-Developing Leadership Credibility - Three Keys to

Success
By Jason wilton
(Source- http://ezinearticles.com/?expert=jason wilton)

ANALYSIS-
Developing leadership credibility is an important component of .With that in mind,
here are three secrets to developing leadership skills in a manner that will produce
results. First, be honest. Yes, that sounds obvious. Leader should be honest
because we see too many cases people making a run for a leadership position
without a commitment to that principle. While white lies may be temporarily
effective, honesty is and will always be the best policy. Second, show your
commitment to the job. People believe in leaders when they think those leaders can
relate to them. . Leaders who spend too much time insulated from the "real world"
have a harder time motivating people than do those who have spent time in the
trenches with their followers. Third, remember that developing leadership comes
with responsibility. That is also important developing leadership point of view As
you have your skills and use them, consistently demonstrate a commitment to
leading others in the right direction and looking out for your followers best interests.

ARTICLE#18-John Garger, Consultant and Business Owner at

Metronome Computer Services, Binghamton, New York,
USA
(Source –Emerald full text articles :developing leadership in a organization some insighits and
:MIE)
ANALYSIS-
In this articles auther giving a maassage that how can developed a authentinc
leadership in a organization authentic leadership is relatively new; a working
definition, a method of measurement, and criterion-based studies do not yet exist. As
such, attempting to develop authentic leaders may only result in leaders who are
trained to superficially exhibit authentic leadership behaviors.It is relatively new; a
working definition, a method of measurement, and criterion-based studies do not yet
exist. As such, attempting to develop authentic leaders may only result in leaders
who are trained .

attempting to develop authentic leaders may only develop leaders who are better
able to express an image of authenticity. Until a viable definition is proposed, a
measurement method is developed, and criterion-related research is published,
organizations are advised to explore authentic leadership with caution.

ARTICLE#19-ASPECTS OF DEVLOPING LEADERSHIP

(Source- article & news aspects of developing leadership skills)

ANALYSIS-
In this articles briefly described about aspects of developing leadership in a
organization that how to boost your leadership as we know that great leaders are
made, not born. If we want to improve your ability to lead, where should you focus
our attention? Why are certain leadership talents more important than others? we
would want to effectively plan a strategy or generate purposeful agenda to meet the
challenges of our daily situations. That’s why we need more leadership skills to
meet the challenges Having more leadershp skills means we have More options,
styles and capabilities to choose from ,More approaches to evaluating or solving
your "problems", More opportunities to innovate. next we must know what types of
situations do you face, how will your leadership skills be applied?Will lead a
special or critical one-time project? Will we lead others who directly report to you or
are under your direct influence?Will we lead people who are outside we sphere of
control .we must focus your attention on providing service through weleadership. To
look at leadership in this light, you will need to know what types of leadership
service are required: Should we style be dictating or nurturing; Should more of your
time be spent listening and observing;Should our behavior be motivating or
modeling;Should our role be instructing and so on.
ARTICLE#20-Managerial effectiveness: a function of personality
type and organisational components.
Abstruct

This study tests managerial effectiveness of top and lower level

managers in production and marketing departments in relation to their
personality type in private sector organisations. A 2x2x2 factorial design
was employed, in which there are three independent variables with two
levels each: departments (production and marketing), managerial
positions (top level and lower level), and personality type (Type A and
Type B). Managerial effectiveness is a dependent variable. The main
effects of management positions and personality types have been found
significant and interaction effects between managerial positions x
personality type and among departments x managerial position x
personality types have been found significant. The major findings are
that in production department, both top and lower level managers having
Type B personality are found more effective and in marketing
department top-level managers having Type A personality and lower
level managers having Type B personality have been found more
effective in comparison to their counterparts.

Developing leadership culture all starts with you and all your colleagues
in senior leadership .Three statements can be pointed that would not
find in the treatment of change .First ,in this new world order ,your new
work as a leader is about developing culture and talents not about
assigning it to someone else that all culture development & change
starts with you. Second ,the key to successful transformation is doing
the work in the senior leadership culture first before taking the change
to middle of the organization..Third ,transformation is serious it work for
serious people, it is about getting bigger minds to deal with attachments
bigger and complex issues that will continue to confront you, your
leadership and your organization.

Developing leadership culture all starts with you and all your colleagues
in senior leadership .Three statements can be pointed that would not
find in the treatment of change .First ,in this new world order ,your new
work as a leader is about developing culture and talents not about
assigning it to someone else that all culture development & change
starts with you. Second ,the key to successful transformation is doing
the work in the senior leadership culture first before taking the change
to middle of the organization..Third ,transformation is serious it work for
serious people. It is about getting bigger minds to deal with attachments
bigger and complex issues that will continue to confront you, your
leadership and your organization.
• www.johnadair.co.uk/articles/Developingtomorrowsleaders.pdf
• www.cluteinstitute-onlinejournals.com/PDFs/653.pdf
• www.scribd.com/doc/16508600/Developing-Leadership-Skill
• www.apsc.gov.au/leadership/csiro.pdf
• www.career-success-for-newbies.com/developing-leadership-skills.html
• www.oxfordleadership.com/Experiential_Leadership_Development_Survey_2
009
• www.sideroad.com › Business › Leadership
• http://changingminds.org/disciplines/leadership/styles/charismatic_leadershi
p.htm
• http://managementhelp.org/ldrship/ldrship.htm
• http://managingleadership.com/blog/2004/07/15/what-is-organizational-
leadership/