Instruction: WRITE SHORT ANSWERS FOR EACH OF THE FOLLOWING

QUESTION
1. Define the meaning of power?
Power is
 ability to do or act; capability of doing or accomplishing something.
 political or national strength:
 to supply with electricity or other means of power
 to give power to; make powerful
2. Discuss how leaders influence others? What are the sources of power that help leader
to influence others?

The best leaders have 4 key influencing skills:

 Political savvy: They embrace organizational politics to move teams and important
initiatives forward.
 Self-promotion: Leaders cut through the noise with authentic, credible self-
promotion that helps others as well as themselves.
 Building and maintaining trust: Because leadership often involves guiding people
through risk and change, trust is essential.
 Leveraging networks: No leader is an island. They are empowered by their
connections with others.

Five widely recognized sources of power are used by managers and leaders to influence
their subordinates, and not all of these sources require a big title to be effective. Most of
these sources you will probably recognize as being used all around you. The five sources
of power and influence are: reward power, coercive power, legitimate power, expert power
and referent power.

Power of Reward

Using a reward to obtain power is something you may be familiar with from childhood.
Perhaps you were offered a trip to the amusement park if you earned good grades in school.
Motivation through the offering of reward is common, and when you have the ability to
offer such a reward, you have a source of power. Offering your employees the opportunity
to leave work early if they accomplish the desired task is using the power of reward.

Power of Coercion

Coercive power is also something that you may be familiar with from childhood. A parent
using coercion will send a child to bed early if the child refuses to clean his room, just as
an employer will threaten disciplinary action if an employee refuses to perform the desired
task. When your employee complies with your orders in an effort to avoid punishment, you
have effectively utilized coercion as a source of power

Legitimate Power

Legitimate power is power granted and recognized by your position. As a manager, you
have legitimate power over those who directly report to you. Your position is recognized
as that of authority, and your direct reports recognize they are obligated to comply with
your requests. Even when your direct report feels he has a better way to complete the task,
your wishes will be followed out of respect for your position.

Expert Power

Being knowledgeable and experienced in your position provides you with a source of
power known as expert power. With expert power you do not require the title of manager,
nor do you need to be in any position of leadership to effectively influence those around
you. The respect you earn from your experience and knowledge becomes your source of
power. Others will listen to you and follow your guidance because of your high level of
expertise.
Referent Power

When you admire someone, or when you feel that you relate to him, and this leads to a
desire to earn his approval, it can be said that he has a referent source of power. It is likely
that you have been influenced by, or have influenced others through referent power some
time in your life. In a basic sense, referent power is a son attempting to earn the approval
of his father or mother. The son will do what is asked of him, expecting approval or
acceptance in return.

3. What are the outcomes of conflict? Why is conflict good for organization?

Positive outcomes include the following:

 Consideration of a broader range of ideas, resulting in a better, stronger idea

 Surfacing of assumptions that may be inaccurate
 Increased participation and creativity
 Clarification of individual views that build learning
 On the other hand, conflict can be dysfunctional if it is excessive or involves
personal attacks or underhanded tactics.

Negative outcomes include the following:

 Increased stress and anxiety among individuals, which decreases productivity

and satisfaction
 Feelings of being defeated and demeaned, which lowers individuals’ morale
and may increase turnover
 A climate of mistrust, which hinders the teamwork and cooperation necessary
to get work done

Conflict, while often avoided, is not necessarily bad. In fact, conflict can be good for
organizations because it encourages open-mindedness and helps avoid the tendency toward
group think that many organizations fall prey to. The key is learning how to manage
conflict effectively so that it can serve as a catalyst, rather than a hindrance, to
organizational improvement. Conflict is beneficial when it highlights a specific problem
area for the organization and clears a path for change.

Conflict Encourages New Thinking

Although it is often assumed that people avoid conflict, many people actually enjoy conflict
to a certain degree because it can be the stimulus for new thinking. Considering a different
point of view – which in certain cases represents conflict – can open up new possibilities
and help to generate new ideas that might otherwise have not been considered.

Conflict Raises Questions

Organizational conflict usually leads to a series of questions for those on both sides of any
issues. Those questions can lead to new ideas and breakthroughs in thinking that can benefit
individuals, departments and organizations. When there is no conflict, nothing changes.
There is no need to question or challenge the status quo. Conflict represents an opportunity
to reconsider, which can lead to breakthrough thinking.

4. Discuss conflict management techniques?

A conflict is a situation when the interests, needs, goals or values of involved parties
interfere with one another. In the workplace, conflicts are common and inevitable.
Different stakeholders may have different priorities; conflicts may involve team members,
departments, projects, organization and client, boss and subordinate, organization needs
vs. personal needs. Often, a conflict is a result of perception. Is conflict a bad thing? Not
necessarily. Often, a conflict presents opportunities for improvement. Therefore, it is
important to understand (and apply) various conflict resolution techniques.

Forcing

Also known as competing. An individual firmly pursues his or her own concerns despite
resistance from the other person. This may involve pushing one viewpoint at the expense
of another or maintaining firm resistance to another person’s actions.
Win-Win (Collaborating)

Also known as confronting the problem or problem solving. Collaboration involves an

attempt to work with the other person to find a win-win solution to the problem at hand -
the one that most satisfies the concerns of both parties. The win-win approach sees conflict
resolution as an opportunity to come to a mutually beneficial result. It includes identifying
your opponent’s underlying concerns and finding an alternative which meets each party's
concerns.

Compromising

Also known as reconciling. Compromising looks for an expedient and mutually acceptable
solution which partially satisfies both parties.

Withdrawing

Also known as avoiding. This is when a person neither pursues their own concerns nor
those of their opponent. He or she does not address the conflict but sidesteps, postpones
or simply withdraws.

5. Leader have roles to play .briefly discuss the different leaders role?

Setting a clear vision means influencing employees to understand and accept the future
state of the organization. A unit of young soldiers may not believe in a particular mission
ordered by their commanding officer. A good leader will influence the soldiers to
perform their duties by explaining the vision and the importance of their role in the
outcome. The soldiers will be more apt to follow.

Leadership roles are either formal or informal. In formal roles, leaders have a designated
responsibility within their position that causes employees to follow them. Informal roles
include situations in which leaders use personal traits like empathy, charisma, inspiration
and compassion to naturally motivate others to act.

Supervisor
A common leadership role in an organization is that of supervisor. Managers inherently
have subordinates over whom they have supervisory responsibilities. This includes
delegation of tasks, monitoring of work performance and deadlines and communication
before, during and after work is completed. Managers supervise at all levels, from CEO
or executive ranks, to front-line store or business-unit managers and assistants. Effective
supervision is key to a high-functioning company.

Coach

Leaders in a company also take on the responsibility of coaching and mentoring

employees. This includes selecting the right types of people for the right work, getting
employees acclimated to the work culture and training and developing them to optimum
levels of performance. Working with employees to set job and career goals is a common
starting point. Helping them find opportunities for development to achieve them and
offering feedback along the way are among core elements of the leadership role of
coach.

Decision Maker

Designated leaders in a company are the primary decision makers who establish and
implement the direction of the company. Employees rely on top-level managers and
direct supervisors to make critical decisions that impact the success of the organization
and the employees in their jobs. The ability to not only make sound decisions, but make
them efficiently, and sometimes under pressure, all relate to the decision maker
leadership role.

Visionary

While employees are often driven by their own ambitions, a primary leadership role in a
company is creating a vision and motivating people to follow. Employees can generally
only achieve their best if they see a connection between their individual and work group
functions and the ultimate success of the organization. Leaders must decide the
 objectives and pathway to success, and then communicate it effectively and in a way that
develops a strong organizational culture with committed employees at all levels.

6. List and discuss the forces of organizational change?

From outside and inside the organization a variety of forces press for change. "We live
in the midst of constant change" has become a well-worn but relevant cliché. Pressures
for change are created from both inside and outside the organization. Organization must
forge ahead on these forces to survive. Some of these are external, arising from outside
the company, whereas others are internal arising from sources within the organization.

External forces of change in an Organization

1. External Forces: When the organization's general or task environment changes, the
organization's success often rides on its ability and willingness to change as well. Modern
manager is change-conscious and operating in the constantly changing environment. Many
external changes bombard the modern organizations and make change inevitable. The general
environment has social, economic, legal and political and technological dimensions. Any of
these can introduce the need for change. In recent years, far-reaching forces for change have
included developments in information technology, the globalization of competition, and
demands that organizations take greater responsibility for their impact on the environment.
These forces are discussed below:
a. Technological Change: Rapid technological innovation is a major force for change in
organizations, and those who fail to keep pace can quickly fall behind. It is perhaps the
greatest factor that organizations reckon with.
According to C. Handy "the rate of technological changes is greater today than any time in the
past and technological changes are responsible for changing the nature of jobs performed at all
levels in the organization". For example, the substitution of computer control for direct
supervision is resulting in wider spans of control for managers and flatter organizations.

Technological innovations bring about profound change because they are not just changes in the
way work is performed. Instead, the innovation process promotes associated changes in work
relationships and organizational structures. Sophisticated information technology is also making
organizations more responsive. The team approach adopted by many organizations, leads to flatter
structures, decentralized decision making and more open communication between leaders and
team members.
b. Globalization: The global economy means competitors are likely to come from across the
ocean. The power players in the global market are the multinational and trans-national
organizations. This has led companies to think globally. There are no mental distinctions
between domestic and foreign operations. Globalization, for an organization, means
rethinking the most efficient ways to use resources, disseminate and gather information and
develop people. It requires not only structural changes but also changes in the minds of
employees. Successful organizations will be the ones that can change in response to the
competition. They will be fast on their feet, capable of developing new products rapidly and
getting them to market quickly.
c. Social and Political Changes: A firm's fate is also influenced by such environmental
pressures as social and political changes. Many new legal provisions in the corporate sector
get introduced every time that affects the organizations.
d. Workforce Diversity: Related to globalization is the challenge of workforce diversity.
Workforce diversity is a powerful force for change in organization.
The demographic trends contributing to workforce diversity are
o The workforce will see increased participation form females, as the majority of new
workers will be female.
o The workforce will be more culturally diverse than ever (part of this is attributable to
globalization).
o The workforce is aging. There will be fewer young workers and more middle aged
working.
e.

Internal forces of change in an Organization

f. Internal Forces: Besides reacting to or anticipating changes on the outside, an organization
may change because someone on the inside thinks a new way of doing things will be beneficial
or even necessary. Pressures for change that originate inside the organization are generally
recognizable in the form of signals indicating that something needs to be altered. These internal
forces are discussed below:
o Changes in Managerial Personnel: One of the most frequent reasons for major
changes in an organization is the change of executives at the top. No two managers
have the same styles, skills or managerial philosophies.

Managerial behaviour is always selective so that a newly appointed manager might favour
different organizational design, objectives procedures and policies than a predecessor.
Changes in the managerial personnel are thus a constant pressure for change.
o Declining Effectiveness: Declining effectiveness is a pressure to change.

A company that experiences losses is undoubtedly motivated to do something about it. Some
companies react by instituting layoffs and massive cost cutting programmes, whereas others
view the loss as symptomatic of an underlying problem, and seek out the cause of the problem.
 o Changes in Work Climate: Changes in the work climate at an organization can also
stimulate change. A workforce that seems lethargic, unmotivated, and dissatisfied is a
symptom that must be addressed. This symptom is common in organizations that have
experienced layoffs. Workers who have escaped a layoff may find it hard to continue
to be productive. They may fear that they will be laid off as well and may feel
insecure in their jobs.

7. Discuss how leaders influence others? What are the sources of power that help leader
to influence others?
1. Vision
Leaders have vision. They share a dream and direction that other people want to share
and follow. The leadership vision goes beyond your written organizational mission
statement and your vision statement. The vision of leadership permeates the workplace
and is manifested in the actions, beliefs, values, and goals of your organization’s
leaders.
2. Ability to Articulate the Vision
A great coaching leader creates a clear and compelling vision that inspires
unprecedented levels of creativity and performance. They know the power of words
and use them masterfully to declare new and bold futures for the team.

3. Strong Convictions about the Vision

In a world of conflicting politics, religions and ideas, it can be difficult to determine

your own point of view. However, you may find this lack of strong conviction stressful.
When you are asked to call upon your convictions to vote, make personal decisions or
represent an organization, not knowing what you believe can be very frustrating.

Though the findings have been inconsistent, the Encyclopedia of Religion and Society
notes that many studies have suggested a connection between religion, one kind of
strong conviction, and better mental health.
4. Behavior that is Out of the Ordinary
 A leader in charismatic leadership has the extraordinary power that is out of the
ordinary.
5. Appearance as a Change Agent
A change agent has a strong ability to self-motivate. There will be many days where
everyone around does not understand and will not offer props. The change agent
needs to find it within themselves to get up every day and come to work and risk
being misunderstood and no appreciated, knowing, that the real validation may be far
in, the future and may be claimed by someone else.
8. . Write some of the characteristics of charismatic leadership.
These charismatic leaders have a quality which is hard to pin down, but which attracts followers and
inspires people to action. Transformational leaders are often highly charismatic because they are
capable of initiating and maintaining a significant level of change in the organization

The following are some of the most prominent characteristics of charismatic leadership.

1. Communication
Charismatic leaders have extraordinary skills in communication. This helps to motivate
employees through tough times and also help them stay grounded when things are good. The
leaders are equally comfortable communicating one-to-one or in a group setting.

2. Maturity
Though they have a very powerful personality, a charismatic leader also has maturity and
character. They don’t believe in empty showmanship, but they draw on their wisdom and
knowledge which they have accumulated over the years of life and business experiences. They
behave in a mature and responsible manner on all occasions.

3. Humility
Charismatic leaders also have a sense of humility. They place a lot of value on each employee,
and have the ability to truly listen to their concerns. The charismatic leader is able to convince
the employee of the value that they bring to the organization, and show them how their
contributions impact the strategic interests of the company. They inspire great loyalty from their
employees.

4. Compassion
Successful charismatic leaders are also compassionate. Charisma alone may not be enough,
because there’s a very real possibility that it can disintegrate into mere hero worship.
Compassion, integrity, honesty, and fortitude are also qualities that successful charismatic
leaders exhibit.
5. Substance
Charisma can exist without substance, but only for a very short time. Flashy and glitzy behavior
may capture the attention of people, but eventually they will want something substantial beneath
the facade. A charismatic leader must not only talk the talk, but also walk the walk. Charm gets
him the face time, and substance closes the deal.

9. What are the differences between leadership and management? Write at least three
differences.
The words “leader” and “manager” are among the most commonly used words in business and are
often used interchangeably. But have you ever wondered what the terms actually mean?

What Do Managers Do?

A manager is the member of an organization with the responsibility of carrying out the four
important functions of management: planning, organizing, leading, and controlling. But are all
managers leaders?

Most managers also tend to be leaders, but only IF they also adequately carry out the leadership
responsibilities of management, which include communication, motivation, providing inspiration
and guidance, and encouraging employees to rise to a higher level of productivity.

Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and
employees follow orders from their managers because they are obligated to do so—not
necessarily because they are influenced or inspired by the leader.

Managerial duties are usually a formal part of a job description; subordinates follow as a result of
the professional title or designation. A manager’s chief focus is to meet organizational goals and
objectives; they typically do not take much else into consideration. Managers are held
responsible for their actions, as well as for the actions of their subordinates. With the title comes
the authority and the privilege to promote, hire, fire, discipline, or reward employees based on
their performance and behavior.

What Do Leaders Do?

The primary difference between management and leadership is that leaders don’t necessarily
hold or occupy a management position. Simply put, a leader doesn’t have to be an authority
figure in the organization; a leader can be anyone.

Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A
leader personally invests in tasks and projects and demonstrates a high level of passion for work.
Leaders take a great deal of interest in the success of their followers, enabling them to reach their
goals to satisfaction—these are not necessarily organizational goals.

There isn’t always tangible or formal power that a leader possesses over his followers.
Temporary power is awarded to a leader and can be conditional based on the ability of the leader
to continually inspire and motivate their followers.

10. Write at least five targets of organizational change?

Steps to Implementing Change

1. Management Support for Change

Employees develop a comfort level when they see management supporting

the process.

It is critical that management shows support for changes and demonstrates

that support when communicating and interacting with staff.

There is nothing worse than sending a mixed message to employees. If you

can’t support the change 100% don’t even think about making it. Employees
will know it and it will self destruct.

2. Case for Change

No one wants to change for change sake, so it is important to create a case

for change.

A case for change can come from different sources. It can be a result of data
collected on defect rates, customer satisfaction survey, employee satisfaction
survey, customer comment cards, business goals as a result of a strategic
planningsession or budget pressures.
Using data is the best way to identify and justify areas that need to improve
through change initiatives.

3. Employee Involvement

All change efforts should involve employees at some level.

Organizational change, whether large or small, needs to be explained and

communicated, specifically changes that affect how employees perform their
jobs.

Whether it is changing a work process, improving customer satisfaction or

finding ways to reduce costs, employees have experiences that can benefit
the change planning and implementation process.

Since employees are typically closest to the process, it is important that they
understand the why behind a change and participate in creating the new
process.

4. Communicating the Change

Communicating change should be structured and systematic.

Employees are at the mercy of management to inform them of changes.

When there is poor communication, and the rumor mill starts spreading
rumors about change which can create resistance to the change.

Being proactive in communications can minimize resistance and make

employees feel like they are part of the process.

5. Implementation

Once a change is planned, it is important to have good communication about

the roll-out and implementation of the change.

A timeline should be made for the implementation and changes should be

made in the order of its impact on the process and the employees who
manage that process.
For instance, if your organization is upgrading its software program, employee
training should be done before the software is installed on their computers.

An effective timeline will allow for all new equipment, supplies or training to
take place before fully implemented.

Implementing without a logical order can create frustration for those

responsible for the work process.

11. Discuss the differences between leaders and managers?

When you are promoted into a role where you are managing people, you don’t
automatically become a leader. There are important distinctions between managing
and leading people. Here are nine of the most important differences that set leaders
apart:

1. Leaders create a vision, managers create goals.

Leaders paint a picture of what they see as possible and inspire and engage their people
in turning that vision into reality. They think beyond what individuals do. They activate
people to be part of something bigger. They know that high-functioning teams can
accomplish a lot more working together than individuals working autonomously.
Managers focus on setting, measuring and achieving goals. They control situations to
reach or exceed their objectives.
2. Leaders are change agents, managers maintain the status quo.

Leaders are proud disrupters. Innovation is their mantra. They embrace change and
know that even if things are working, there could be a better way forward. And they
understand and accept the fact that changes to the system often create waves. Managers
stick with what works, refining systems, structures and processes to make them better.

3. Leaders are unique, managers are copy.

 Leaders are willing to be themselves. They are self-aware and work actively to build
their unique and differentiated personal brand. They are comfortable in their own shoes
and willing to stand out. They’re authentic and transparent. Managers mimic the
competencies and behaviors they learn from others and adopt their leadership style
rather than defining it.
12. Discuss the types of leadership theories?
While many different leadership theories have emerged, most can be classified as one of eight
major types:

1. "Great Man" Theories

Have you ever heard someone described as "born to lead?" According to this point of view, great
leaders are simply born with the necessary internal characteristics such as charisma, confidence,
intelligence, and social skills that make them natural-born leaders.

Great man theories assume that the capacity for leadership is inherent – that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic and destined to rise
to leadership when needed. The term "Great Man" was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership. Such theories
suggest that people cannot really learn how to become strong leaders. It's either something you
are born with or born without. It is very much a nature (as opposed to nurture) approach to
explaining leadership.

2. Trait Theories
Similar in some ways to Great Man theories, trait theories assume that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify a
particular personality or behavioral characteristics shared by leaders. For example, traits
like extroversion, self-confidence, and courage are all traits that could potentially be linked to
great leaders.

If particular traits are key features of leadership, then how do we explain people who possess
those qualities but are not leaders? This question is one of the difficulties in using trait theories to
explain leadership. There are plenty of people who possess the personality traits associated with
leadership, yet many of these people never seek out positions of leadership. There are also
people who lack some of the key traits often associated with effective leadership yet still excel at
leading groups.
3. Contingency Theories
Contingency theories of leadership focus on particular variables related to the environment that
might determine which particular style of leadership is best suited for the situation. According to
this theory, no leadership style is best in all situations.

Leadership researchers White and Hodgson suggest that truly effective leadership is not just
about the qualities of the leader, it is about striking the right balance between behaviors, needs,
and context. Good leaders are able to assess the needs of their followers, take stock of the
situation, and then adjust their behaviors accordingly. Success depends on a number of variables
including the leadership style, qualities of the followers and aspects of the situation.

4. Situational Theories
Situational theories propose that leaders choose the best course of action based upon situational
variables. Different styles of leadership may be more appropriate for certain types of decision-
making. For example, in a situation where the leader is the most knowledgeable and experienced
member of a group, an authoritarian style might be most appropriate. In other instances where
group members are skilled experts, a democratic style would be more effective.

5. Behavioral Theories
Behavioral theories of leadership are based upon the belief that great leaders are made, not born.
Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this leadership theory
focuses on the actions of leaders, not on mental qualities or internal states. According to this
theory, people can learn to become leaders through teaching and observation.

6. Participative Theories
Participative leadership theories suggest that the ideal leadership style is one that takes the input
of others into account. These leaders encourage participation and contributions from group
members and help group members feel more relevant and committed to the decision-making
process. In participative theories, however, the leader retains the right to allow the input of
others.

13. Discuss the types of behavioral theories?

Pavlov's Dogs

Ivan Pavlov, a Russian researcher who lived between 1849 and 1936, became famous
for his relationship studies between external stimuli and salivation in dogs. Pavlov
rang a bell each time he fed his laboratory dogs. The dogs soon began to salivate when
the bell was sounded even if there was no food present. He called this response a
conditioned reflex. His research was influential in the Behaviorist school of thought.

Behaviorism

John Watson published the Behaviorism theory in 1913. His theory indicated that
introspection and consciousness were not an important part of psychology; rather, the
implicit goal was to control behavior. In his mind there was no difference bet ween
human and animal behavior. All behaviors were based on nerve pathways that were
conditioned by stimuli and responses.

Connectionism

Edward Thorndike developed the Connectionism theory during the 1920s. Thorndike
believed that learning was a result of associations that were formed between a
stimulus and response. His Law of Effect stated that if a response to a situation was
followed by a positive outcome, the response would become habitual. The Law of
Readiness suggested that a person or animal could d evelop a series of responses to
reach a particular goal. He also believed that connections were strengthened if used
regularly and weakened if discontinued. He termed this theory the Law of Exercise,
according to the Theory into Practice database.

Drive Reduction Theory

Clark Hull's Drive Reduction Theory of the 1940s proposed that humans and animals
have a hierarchy of needs that are activated based on drive and stimulation. He
suggested that an organism could respond in a number of different ways to a sti mulus
depending internal conditions such as inhibitions or external factors such as the
reward. He believed that the person's or animal's drive or motivation was a key factor
in behavior.

Operant Conditioning

Operant conditioning methods are based on Watson's behaviorist theories. They are
still widely used in classroom-management techniques and clinical settings as a
method of controlling behavior. During the 1950s, B.F. Skinner theorized that
learning was the result of a change of behavior that occurred a s a response to stimuli
in the environment. He believed that reinforcement, which is any motivator that elicits
the desired response, was a key element in operant conditioning. He felt that
behaviors that were positively reinforced through praise, treats o r good grades would
continue, while negative behaviors that were unrewarded would diminish.