1. Leadership is more concerned with people than is management. Do you agree? I firmly believe that leadership demonstrates more concerns about people than management does. Firstly, according to the definition of leadership and management, stated by Daft (2011), leadership is concerned as mutual relationship between superiors and subordinates who desire substantive changes that reflect the purposes leaders and followers acquire. On the other hand, management is perceived as effective and efficient process across organization in order to achieve company’s goals. Obviously, based on their definitions, we can clearly state that whereas management heavily focuses on controlling all organization’s activities from bottom line as well as focusing on tasks and procedure, the facets of humanity such as trust, behavior, inspiration, and attitude tend to be involved more in leadership. Secondly, in term of relationship, a manager creates his relationship with others through position within company and forces them to perform task based on reward and punishment systems. Leadership, on the other side, is more concerned with people as it values “personal influence” in creating relationship among leaders and followers (Daft, 2011). 2. Why is leadership considered both an art and a science?
For the art aspect: many people who achieve comprehensive knowledge about leadership concepts may not become effective leader because when applying leadership theory into real life, there is no fixed or single solution for particular problems. This depends on how individuals interpret the situation and how they perceive their leadership type. Moreover, in order to become effective leader, people have to take practices in real experience instead of just reading from text books. For the science aspect: there are tremendous reliable scientific researches that describe common traits and behaviors among effective leaders as well as how leadership affects to outcomes of organization. Through these disciplines, people can clearly understand what characteristics make leader be different from others and which type of leadership they should attain.
3. What is the difference between trait theories and behavioral theories of leadership? The trait theories stated that some certain personal characteristics that a leader possesses can be inherited and some people are born to naturally become a leader. On the other hand, behavioral theories focus on the behaviors that effective leaders conduct and people can achieve successful leadership through proper training. 4. Turn to Exhibit 2.1. Pick three traits from the list that you think would be most valuable for a leader in an operational role. Pick three that you think would be most valuable for a leader in a collaborative role. Explain your choices. Three traits from Exhibit 2.1 that I think would be most valuable for a leader in an operational role are knowledge, drive to excel, and persistence against obstacles. First, as an operational role, a leader’s in-depth knowledge about company’s objectives and activities takes a vital aspect in his success. Actually, the main task of operational leaders is to ensure that company’s operations are run effectively and efficiently. Thus, when a leader can fully understand all inside and outside factors affecting to company’s transactions, he probably can control and lead the company operations into right direction. The drive to excel is another valuable trait for operational leader. Factually, as a leader has the desire to master the firm’s operation, he is willing to takes all of his efforts to discover potential alternatives to achieve highest outcomes. For example, even though company’s production cost is still low and company can earn profit, a leader with drive to excel is likely to examine the production line in order to figure out possible flaws as well as test new techniques to achieve lowest cost as possible. Finally, a leader in an operational role should...
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