Leadership

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LEADERSHIP AND MENTORING

ASSIGNMENT

(HRM2036-N)

NAME: ALEXANDER AU TIAN ERN

STUDENT ID: L1315896

MODULE LEADER:

CATHERINE MCCAULEY-SMITH

Executive Summary

The aim of the module Leadership and Mentoring is to develop a student’s knowledge and understanding about leadership and preparation to undertake the role of mentor. This is because leading others and acting as a mentor provides insightful ways of developing self and others. Contemporary methods of leadership married with mentoring provide an opportunity for the student to explore both leadership and mentoring in a variety of contexts and purposes. A person who except the role of mentor may have to adopt or use many different skills depending on the needs of the learner. The mentor is likely to develop a leader-follower relationship and may carry out a wide range of directing and helping strategies to facilitate successful learning. This module will put mentoring into a learning environment and prepare the student to take on the role of mentor.

TABLE OF CONTENTS

|No. |Contents |Page No. |
|1. |Introduction |1 |
|2. |Definitions of leadership and mentoring |1-3 |
|3. |Levels of leadership |3-5 |
|4. |Leadership models |5-7 |
|5. |Mentoring models |7-8 |
|6. |Skills or competences needed in leadership and mentoring |8-10 |
|7.



References: Arthur C. Croft. (1977), MODERN BUSINESS PERSONNEL MANAGEMENT, 1st Ed., New York, United States of America, Alexander Hamilton Institute. Andre A. de Waal. (2007), “The characteristics of a high performance organization”, Business Strategy Series, 8(3), pp. 179-185. Burns, J. M. (1978), Leadership, New York: Harper & Row. Caroline Boivin and Joanne Roch. (2006), “Dominant organizational logic as an impediment to collaboration”, Management Decision, 44(3), pp. 409-422. Carolyn Stringer et al. (2011), “Motivation, pay satisfaction, and job satisfaction of front-line employees”, Qualitative Research in Accounting and Management, 8(2), pp. 161-179. Daniel Eseme Gberevbie. (2011), “Putting People First: Employee retention and organizational performance”, Development and Learning in Organizations, 25(1), pp. 25-27. Daniel Eseme Gberevbie. (2011), “Putting People First: Employee retention and organizational performance”, Development and Learning in Organizations, 25(1), pp. 25-27. James A.F. Stoner. (1982), Management, 2nd Ed., United States of America, Prentice Hall. James E. Tingstad. (1991), HOW TO MANAGE THE R&D STAFF, 1st Ed., United States of America, AMACOM. Jeroen P.J. de Jong and Deanne N. Den Hartog. (2007), “How leaders influence employees’ innovative behaviour”, European Journal of Innovation Management, 10(1), pp.41-64. John C. Maxwell. (2004), WINNING WITH PEOPLE, 1st Ed., United States of America, Thomas Nelson. John C. Maxwell. (1995), DEVELOPING THE LEADERS AROUND YOU, 1st Ed., United States of America, Thomas Nelson. John C. Maxwell. (2007),The 21 Irrefutable Laws Of Leadership, 1st Ed., United States of America, Thomas Nelson. Luke C. Ng. (2011), “Best management practices”, Journal of Management Development, 30(1), pp. 93-105. Mick Bennett and Andrew Bell. (2004), Leadership and Talent in Asia How the Best Employers Deliver Extraordinary Performance, 1st Ed., Singapore, John Wiley and Sons Pte Ltd. Northouse, P.G. (2007), Leadership:Theory and Practice, 4th Ed., Thousand Oaks, SAGE. Northouse, P.G. (2009), Introduction to Leadershi:Concepts and Practice, 1st Ed., London, SAGE. Paul G. Ranky. (2007), “Eighteen “monozukuri-focused” assembly line design and visual factory management principles with DENSO industrial examples”, Assembly Automation, 27(1), pp. 12-16. Peter F. Drucker. (1986), THE FRONTIERS OF MANAGEMENT, 1st Ed., Great Britain, Heinemann Professional Publishing Ltd. Peter Drucker et al. (1996), The Leader Of The Future, 1st Ed., United States of America, San Francisco: Jossey-Bass Publishers. R. Meredith Belbin. (2010), Team Roles at Work, 2nd Ed., Great Britain, Elsevier. Ricardo Sellers-Rubio. (2010), “Evaluating the economic performance of Spanish wineries”, International Journal of Wine Business Research, 22(1), pp. 73-84. Richard Luecke. (2002), Hiring and Keeping the Best People, 1st Ed., United States of America, Harvard Business School Press. Roger Cartwright et al. (1998), Managing People, 2nd Ed., Great Britain, Blackwell. Saul W. Gellerman. (1992), MOTIVATION IN THE REAL WORLD, 1st Ed., United States of America, Dutton. Steven Covey. (2007), The Transformational Leadership Report, United States of America, Utah, Franklin Covey Company. Tony Jaques. (2011), “Managing issues in the face of risk uncertainty: lessons 20 years after the Alar controversy”, Journal of Communication Management, 15(1), pp. 41-54. Warren Bennis. (2003), On Becoming A Leader, 1st Ed., Reading, Massachusetts: Perseus Books. Power: The potential influence that one actor could exert on another (French and Raven, 1959). Power base: The source of influence in a social relationship (French and Raven, 1959). Legitimate power: The authority to ask others to comply with his or her demands (French and Raven, 1959). Reward power: The ability to grant or remove rewards (French and Raven, 1959). Coercive power: The capacity to administer punishment or remove rewards (French and Raven, 1959). Expert power: Special knowledge or expertise in a relevant area (French and Raven, 1959).

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