Part 1 Case Study 1. To explain the key success factor of leadership skill of communication?

A good deal of the important work of being a leader creating strong bonds with followers and colleagues, evaluating the mental states of people around us, persuading others to share a vision that we can see but others cannot begins at the unconscious level of the leaders mind. Leaders who focus only on the conscious dialogue will ultimately be half-complete leaders and not the most important half at that.

2. How do you think the leadership communication different from management communication? Good Leaders, Good Communicators Theres no mystery here. Regardless of whether youre talking about business, politics, sports or the military, the best leaders are first-rate communicators. Their values are clear and solid, and what they say promotes those values. Their teams admire them and follow their lead. Likewise, if you want your company to reach new benchmarks of achievement, you must master the art of clear communication. So, how do you do it? First, you must realize and accept that clear communication is always a two-way process. Its not enough to speak clearly; you have to make sure youre being heard and understood. To facilitate this, use the following two-way communication primer: A. Prepare how youll communicate Clarify the goal of the communication. Plan carefully before sending it or meeting in person. Anticipate the receivers viewpoint and feelings.

B. Deliver the message Express your meaning with conviction. Relate the message to your larger goals. Identify the action to be taken. Confirm the other person understands.

C. Receive the message Keep an open mind.

Identify key points in the message. Value constructive feedback and use it to grow. Confirm your understanding.

D. Evaluate the effectiveness of the communication afterwards E. Take corrective action as necessary

3. The strategic ability to create a vision. Leadership Communicating the Vision For leaders it is not enough to just know what to saybut how to say it in a way that persuades people to act. Leadership communication skills help executives covey their principles and intelligence within all of their business communications. Developed leadership skills inspire other people and help develop a sense of purpose surrounding business goals. Leadership communication skills often focus on the recipient of your message. Learning how to motivate and inspire action in team members is an acquired skill. Like any skill worth having, it requires an investment of practice and coaching and the dividends are valuable. Mastering leadership communication skills can improve your effectiveness and showcase a high level of business acumen. The task of leadership is to communicate clearly and repeatedly the organizations vision all with the intent of helping every person involved understand what work needs to be does and why, and what part the individual plays in the overall effort. Communicate the vision often, in both subtle and dramatic ways. Tie the days events back to the vision, underscoring its relevance. From internal memos, presentation, or posters, the vision servers a reminder to the team of their purpose and goals. The vision can be incorporated into objective setting and performance review standards as well as interdepartmental projects. These steps serve to energize and direct the groups actions as stakeholders and advertise your efforts to upper management.Developing leadership qualities as a manager not only improves the groups performance, but also equips managers to deal with the demands of business performance. Managers today do not have the luxury of time for in-depth strategy sessions, team-building excursions, and oneon-one personal reviews thanks to an increased virtual work force. Teams are spread across the globe, operating at difference hours, across cultures, all while working against critical deadlines and lofty objectives. Yet taking the time to initiate a small goal like creating a vision is the first step toward creating a better team, a stronger workforce, and entrepreneurial thinkers. This crucial step initiates the beginning of a transformation within yourself and a larger effect on the group you lead. Communicate their ideas and enthusiasm about the future of the organisation and its services confidently and in a way which engages and inspires others. Express the vision clearly, unambiguously and vigorously.

Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may have on them. Take time to build critical support for the vision and ensure it is shared and owned by those who will be communicating it.

4. How to manage across cultures? The leader will come across cultural issues in many different guises. By way of illustrating the challenges of cross-cultural leadership and for the sake of brevity this article will examine two interdependent issues: the role of a leader and communication. When thinking through the role of a leader one can not escape the concept of hierarchy. Based on academic paradigms we can generalise that all cultures fall somewhere on a scale of hierarchical vs. egalitarian. Where a culture falls will impact their perception of a leader, their role and how they deem it appropriate to interact with them. For example: Egalitarian cultures: Prefer self-direction with minimal guidance from above Like flexibility in their roles and others Reserve the right to challenge authority Make expectations, interpret rules and use common sense Treat sexes equally

Hierarchical cultures: Take and expect clear guidance from superiors Like clearly defined roles with boundaries and limitations Respect and rarely challenge those in power Enforce regulations and guidelines See sexes as naturally different

What if this approach is taken with hierarchical cultures (for example South East Asian, Arab, Polish)? Their leadership may actually be brought into question. Rather then being seen as an effective, driven and focused leader they would come across as weak and lacking the knowledge to assume the title of boss (Why are they asking for feedback? Do they not know how things are going? Are they trying to shift blame on me? Why are they are asking me to do this job? Is that not their role?). Hierarchical cultures expect to be dominated. The same process would work vice-versa in that egalitarian cultures would seen a dominant leader is inaccessible, power hungry and unappreciative of others efforts. Part 2

5. Culture shaping or shaping culture? Why we need to shape? Culture : The set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct. It integrates members so that they know how to relate to one another. (Internal) Guides day-to-day work Determines how communication occurs in the workplace What behavior is acceptable How power and status are allocated It helps the organization adapt to the external environment. (External) How organization meets goals and deals with outsiders How organization responds to customers/competitors Culture Strength : The degree of agreement among employees about the importance of specific values and ways of doing things. Cultural Leadership : Defines and uses signals and symbols to influence corporate culture. Articulates a vision for the organizational culture that employees can believe in. The cultural leader heeds the day-to-day activities that reinforce the cultural vision. Ceremony - A planned activity that makes up a special event and is generally conducted for the benefit of an audience. Story - A narrative based on true events that is repeated frequently and shared among employees. Symbol - A object, act, or event that conveys meaning to others. Ethics : The code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong. Values-Based Leadership : A relationship between leaders and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader.

Spiritual Leadership is the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of spiritual expression through calling and membership.

Model of Spiritual Leadership

6. Paradigm meaning/explain more? Example? Different from old and new paradigm. A paradigm is a world view that controls the way we understand the world in which we live. A paradigm shift occurs when the dominant paradigm is replaced by a new paradigm. Some examples of paradigm shifts are given below. One of the most significant paradigm shifts occurred in science when the paradigm that united all truth into one was replaced by a paradigm that separated the revealed truth of the Bible from scientific truth. Newton wrote that, "He was thinking God's thoughts after him.", because he saw scientific investigation as a branch of Biblical truth. This paradigm has been replaced by today's methodological naturalism. The problem with today's paradigm is that science has become the only means of determining truth. There is no way to evaluate the claims of modern science. Paradigm, from Greek paradigma meaning pattern, a theoretical structure or a framework of thought that acts as template or example to be followed. Sets of beliefs about the nature of reality and how it may be known. A world view or conceptual model shared by members of a community that defines how inquiry within the community should be conducted. Think of a Paradigm Shift as a change from one way of thinking to another. It's a revolution, a transformation, a sort of metamorphosis. It just does not happen, but rather it is driven by agents of change.

Old Paradigm 1) Industrial Age 2) Stability 3) Control 4) Competition 5) Things 6) Uniformity 6) Hero

New Paradigm For Leadership Information Age Change Empowerment Collaboration People & Relationships Diversity Humble

In conclusion, for millions of years we have been evolving and will continue to do so. Change is difficult. Human Beings resist change; however, the process has been set in motion long ago and we will continue to co-create our own experience. Kuhn states that "awareness is prerequisite to all acceptable changes of theory". It all begins in the mind of the person. What we perceive, whether normal or metanormal, conscious or unconscious, are subject to the limitations and distortions produced by our inherited and socially conditional nature. However, we are not restricted by this for we can change. We are moving at an accelerated rate of speed and our state of consciousness is transforming and transcending. Many are awakening as our conscious awareness expands.

7. Some quotes of leadership change agree/disagree why?

Part 3 8. Conflict management Duty/responsibility of leader how to deal with conflict? The best leaders know how important it is to negotiate and resolve conflicts. Whether those conflicts are internal or external, a thoughtful leader understands how to dissect a situation, see it from all sides, and guide the parties to a mutual decision. Better yet, highly effective leaders understand negotiation well enough to predict and prevent. Negotiation and conflict management are essential to intelligently and successfully navigate the increased complexity of both the marketplace and the workplace. In business, you dont get what you deserve, you get what you negotiate. Chester L. Karrass. We each possess varying degrees of negotiation skills as on a daily basis we; buy and sell, manage workers and work for managers, deal with friends, family, colleagues, merchants, organizations, and institutions. What constitutes intelligent negotiation is the ability to resolve conflicts and disputes, to produce an agreement upon courses of action, to

bargain for individual or collective advantage, or to craft outcomes to satisfy various interests. 9. How to negotiate? According to conventional wisdom, leading people requires vision, charisma, and a palpable self-confidencebut not negotiation skills. Negotiation is for use outside the firmfor instance, in cutting deals with partners, customers, and suppliers. The conventional wisdom is dead wrong. Leadership frequently does require negotiation, and good leaders are invariably effective negotiators. After all, authority has its limits. Some of the people you lead are smarter, more talented, and in some situations, more powerful than you are. In addition, often youre called to lead people over whom you have no authority, such as members of commissions, boards, and other departments in your organization. To persuade people to follow your lead, you need to appeal to their interests, communicate with them effectively, and sell your visionall of which are part of effective negotiation. 1. Practice interest-based leadership Why should the people youre supposed to lead follow you? If you believe that your charisma, your position, or your vision is reason enough, youre in trouble. While these qualities may affect how others relate to you, they wont compel them to follow you. People follow leaders when they judge that its in their best interest to do so. Just as wise negotiators focus on the other sides interests, effective leaders seek to understand and satisfy the interests of those they lead. By doing so, they can better achieve organizational goals. 2. Find the right leadership voice When the poet Walt Whitman wrote, Surely, whoever speaks to me in the right voice, him or her I shall follow, he conveyed the notion that persuasive communication is fundamental to effective leadership. Whitmans words also underscore the importance of shaping leadership communications to meet individual concerns, interests, and styles. When deciding how to communicate, recognize that the medium you choose reveals something about you and your relationship with the person you are trying to lead.

3. Negotiate a vision for the organization Organizations, large and small, look to their leaders to establish vision. Popular commentary on corporate leadership presupposes that a companys vision comes from its CEO and that, without a strong CEO, the company has no vision. But thats not necessarily the case. Members located throughout an organization have plenty of thoughts about what the organization is and should be. Thus, the

challenge of setting a groups course lies in forging a single vision out of the multiplicity of visions held by the groups members.

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Case Study