Question 1:

Leadership is the action of leading people in an organization towards achieving

goals. Leaders do this by influencing employee behaviors in several ways. A
leader sets a clear vision for the organization, motivates employees, guides
employees through the work process and builds morale.

Answer the following questions in detail with examples as applicable:

A. What are the different leadership roles? Explain each of

them providing examples of leaders in each role.

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.

B. Discuss the characteristics of the ‘Great Man Theory’ and

‘Blake -Mouton Leadership theory.

Great Man Theory of Leadership:

One of the early notions of leadership, which is still popular in certain circle, is
that leadership is an inborn quality.

This is the Great Man Theory of leadership which asserts that leaders in general
and great leaders in particular are born and not made. According to the theory,
leadership calls for certain qualities like charm, persuasiveness, commanding
personality, high degree of intuition, judgment, courage, intelligence,
aggressiveness and action orientation which are of such a nature that they
cannot be taught or learnt in a formal sense.

One either has them or does not have them. Leadership qualities are carried in
the genes. In other words, they are inborn, or- something inherited in family
from generation-to-generation. Examples are drawn from such great leaders
like Mahatma Gandhi, Mao Tse Tung, Kamal Ataturk, Abraham Lincoln, General
de Gaulle and others. They were born natural leaders with built-in qualities of
leadership and attained greatness by divine design.

It is said that history is nothing but the biographies of great men and women.
They were the ones who made history. They were great leaders of their time. It
is contended that such men would have become leaders in any case because
they were inherently endowed with leadership traits and skills.

They were not trained in leadership nor did they acquire any leadership skills in
their lives; such skills were natural to them. In other words, there was
something in their anatomy, physiology and personality which marked them
out from the common mass of mortals. They had an instinctive urge to assume
leadership and had an inborn will to achieve greatness and success. People
turned to them instinctively for inspiration, solace and support.

The further implications of the theory that leaders are born and not made, are
as follows:

(i) Leaders are gifts of God to mankind. A measure of divinity is attributed to

leaders and their actions.

(ii) Everyone cannot aspire to become a leader and to attain greatness.

(iii) The inborn leadership qualities alone are necessary and sufficient for a
leader to exercise influence over his followers and to become successful.

(iv) Leadership qualities and effectiveness are independent variables.

Situational factors like the nature and needs of followers, the demands of task
and the general socioeconomic environment have little or no influence on a
leader’s emergence or effectiveness.

(v) The theory discounts the belief that individuals can be trained for assuming
leadership positions and roles. Leadership qualities cannot be transmitted
through education and exposure.

The Great Man Theory of leadership is similar to the notion of divine right of
kings to reign and rule over their subjects on a perpetual hereditary basis. Kings
were supposed to acquire their legitimacy from God Himself. Similarly, some
individuals were destined to become great leaders on their own because God
gave them certain inimitable abilities of a divine nature.

In fact, the Great Man Theory dates back to the ancient Greek and Roman
times when leadership used to be correlated with certain peculiar mental,
physical and personality characteristics. Because leaders were thought to be
born, a measure of divinity used to be attributed to them and their behavior.

The theory carries some credibility to the extent that leaders in general and
great leaders in particular have certain mystique about them and are viewed
with awe by their followers. The qualities and actions of such leaders inspire
implicit respect, at-least in some respects. The incidence and effectiveness of
some great individuals who become leaders just like that without any tutelage
and training were inexplicable in any way other than by genetic theory.

Critique of the Theory:

It is clear that the Great Man theory has no scientific basis and empirical
validity. It is more of a speculative piece of notion. The great weakness of the
Great Man Theory, apart from the improbability of inherent traits, is the absurd
belief that some people become great and successful leaders independent of
their environmental situations. The Great Man Theory is totally rejected by
many modern theorists and even by some leaders themselves.

Blake -Mouton Leadership theory

The treatment of task orientation and people orientation as two independent
dimensions was a major step in leadership studies. Many of the leadership
studies conducted in the 1950s at the University of Michigan and the Ohio State
University focused on these two dimensions.

Building on the work of the researchers at these Universities, Robert Blake and
Jane Mouton (1960s) proposed a graphic portrayal of leadership styles through
a managerial grid (sometimes called leadership grid). The grid depicted two
dimensions of leader behavior, concern for people (accommodating people’s
needs and giving them priority) on y-axis and concern for production (keeping
tight schedules) on x-axis, with each dimension ranging from low (1) to high (9),
thus creating 81 different positions in which the leader’s style may fall. (See
figure 1).
The five resulting leadership styles are as follows:

Impoverished Management (1, 1): Managers with this approach are low on
both the dimensions and exercise minimum effort to get the work done from
subordinates. The leader has low concern for employee satisfaction and work
deadlines and as a result disharmony and disorganization prevail within the
organization. The leaders are termed ineffective wherein their action is merely
aimed at preserving job and seniority.

Task management (9, 1): Also called dictatorial or perish style. Here leaders are
more concerned about production and have less concern for people. The style
is based on theory X of McGregor. The employees’ needs are not taken care of
and they are simply a means to an end. The leader believes that efficiency can
result only through proper organization of work systems and through
elimination of people wherever possible. Such a style can definitely increase
the output of organization in short run but due to the strict policies and
procedures, high labour turnover is inevitable.

Middle-of-the-Road (5, 5): This is basically a compromising style wherein the

leader tries to maintain a balance between goals of company and the needs of
people. The leader does not push the boundaries of achievement resulting in
average performance for organization. Here neither employee nor production
needs are fully met.
Country Club (1, 9): This is a collegial style characterized by low task and high
people orientation where the leader gives thoughtful attention to the needs of
people thus providing them with a friendly and comfortable environment. The
leader feels that such a treatment with employees will lead to self-motivation
and will find people working hard on their own. However, a low focus on tasks
can hamper production and lead to questionable results.

Team Management (9, 9): Characterized by high people and task focus, the
style is based on the theory Y of McGregor and has been termed as most
effective style according to Blake and Mouton. The leader feels that
empowerment, commitment, trust, and respect are the key elements in
creating a team atmosphere which will automatically result in high employee
satisfaction and production.

Advantages of Blake and Mouton’s Managerial Grid

The Managerial or Leadership Grid is used to help managers analyze their own
leadership styles through a technique known as grid training. This is done by
administering a questionnaire that helps managers identify how they stand
with respect to their concern for production and people. The training is aimed
at basically helping leaders reach to the ideal state of 9, 9.

Limitations of Blake and Mouton’s Managerial Grid

The model ignores the importance of internal and external limits, matter and
scenario. Also, there are some more aspects of leadership that can be covered
but are not.
 Question 2:

Ethical leadership is leadership that is directed by respect for ethical beliefs and
values and for the dignity and rights of others. It is thus related to concepts
such as trust, honesty, consideration, charisma and fairness.

Answer the following questions in detail.

A. What are the 4 main Ethical principles? Explain what each

one means.
Ethics have to be right at the core of each leader. If you don’t have it, you are
not fit enough to be a leader. In regard to leadership, ethics is concerned with
what leaders do and who leaders are. Following five principles provide a
common basis to think and act upon this topic in the workplace.

Ethical Leaders Respect Others

Every religion teaches us how to respect others. Therefore, if you are a spiritual
person, this is part of your character. However, in the context of leadership what
it exactly means? Respect means that a leader listens closely to followers, is
empathic, and is tolerant of opposing points of view. Every individual needs to
value the differences of each individual and bear in mind that everyone is
superior to others in some way. In other words, team members don’t have to be
like you or you don’t have to be like them. Let each individual be themselves,
have their own values, needs and purposes.

Ethical Leaders Serves others

It is about leader’s altruism behavior. They place their followers’ welfare

foremost in their plans. In the workplace, this translates to activists such as
mentoring, empowering, team building, etc. Ethical leaders have a deep
understanding of each individual and make decisions pertaining to them that
are beneficial and not harmful to their welfare. Ethical leaders must refrain from
advancing their ambitions at the expense of team members.

Ethical Leaders are Just

Ethical leaders make fairness and justice a top priority to treat all of the team
members in an equal manner. Equality is a core basis of any social group. As a
rule, no one should receive special treatment or special consideration except
when his or her particular situation demands it. In other words, equality
necessarily means that leaders apply the same set of actions on each individual.
As mentioned in Seven Habits of Highly Effective People, it could also mean
“ Treat them all the same by treating them differently”. However, basis for
different treatment must be clear and reasonable and must be consistent across
all individual.

All in all, it all boils down to one golden rule which was there for many
generations and taught in many religions “Do unto others as you would have
them do unto you”.

Ethical Leaders are Honest

Again, if you are spiritual person this must be in your blood. To be a good leader,
one must be honest. Honesty is easier understood by understanding the
opposite which is dishonesty. Dishonesty is form of lying, a way misinterpreting
the reality. Honesty is not only about saying the truth but also about being
open. Having said that, leaders still have to strike balance between when to say
what. Because there could be sensitive information that could result in
unintended consequences if it is disclosed at the wrong time or in the wrong
way. Therefore, leaders have to be matured enough to handle information. In
organizations, it goes further to behaviors such as,

Not promising what you can deliver

Not hiding behind spin-doctored evasions

Not suppressing obligations

Not evading accountability

Not accepting that the ‘survival of the fittest’ pressures of business release any
of us from the responsibility to respect another’s dignity and humanity

Ethical leaders build community

Leadership is processing whereby an individual influence a group of individuals

to achieve a common goal. Defining the common goals requires the involvement
of the entire community as these goals need to be compatible with everyone.
Working towards these mutual goals change both leader and team members
and this change must have a positive impact on everyone. A positive impact that
is unique to each individual. An ethical leader is concerned with the common
good, in the broadest sense.

B. What are the Influences on an Individual’s Value system –

explain with details.
The diagram below illustrates the influences on us that result in our behaviour
and whether that resulting behaviour is ethical. The diagram first outlines the
sources of our beliefs. It then shows the relationship between the beliefs and
values to our attitudes and our resulting behaviour.
What is a belief?

A belief is an idea that a person holds as being true.

A person can base a belief upon certainties (e.g. mathematical principles),

probabilities or matters of faith.

A belief can come from different sources, including:

a person’s own experiences or experiments

the acceptance of cultural and societal norms (e.g. religion)

what other people say (e.g. Education or mentoring)

A potential belief sits with the person until they accept it as truth, and adopt it
as part of their individual belief system.

Each person evaluates and seeks sound reasons or evidence for these potential
beliefs in their own way.
Once a person accepts a belief as a truth, they are willing to defend, it can be
said to form part of their belief system.

What is a personal value?

Values are stable long-lasting beliefs about what is important to a person. They
become standards by which people order their lives and make their choices.

A belief will develop into a value when the person’s commitment to it grows
and they see it as being important.

It is possible to categorise beliefs into different types of values – examples

include values that relate to happiness, wealth, career success or family.

A person must be able to articulate their values in order to make clear, rational,
responsible and consistent decisions.

What is an attitude?

Attitudes are the mental dispositions people have towards others and the
current circumstances before making decisions that result in behaviour. People
primarily form their attitudes from underlying values and beliefs.

However, factors which may not have been internalised as beliefs and values
can still influence a person’s attitudes at the point of decision-making. Typical
influences include the desire to please, political correctness, convenience, peer
pressure, and psychological stressors.
 Question 3:

The balanced scorecard is a strategy performance management tool that can be

used by managers to keep track of the execution of activities by the staff within
their control and to monitor the consequences arising from these actions.

What are the different ways in which effective leaders use the Balance
Scorecard in an organization?

The basic idea of the Balanced Scorecard (BSC) is to focus the organisation on
performance measures and implementing the current strategy. The BSC
comprises measures from financial, customer, internal processes and learning
and growth perspectives. The aim is to avoid focusing only on short term
financial measures. The BSC enables managers to focus their efforts and to
understand the links between the four key areas.

Essentially, the BSC is a management system that enables an organisation to

identify and clarify its vision and strategy, and translate them into action. It
provides feedback around both the internal business processes and external
outcomes to improve continuously strategic performance and results.

Balanced Scorecard quadrants

The Balanced Scorecard consists of four interrelated quadrants, each containing

measures for a distinct perspective. These perspectives are:

financial

customer

internal processes

learning and growth.

These four perspectives are designed to cover the whole of the organisation’s
activities, both internally and externally, current and future.

Financial perspective
The financial perspective is a key factor of any performance measurement
system because an organisation’s financial performance is fundamental to its
success. Measures reflecting financial performance include the number of
debtors, creditors, cash flow, profitability and return on investment. The main
problems with financial measures are as follows.

They are based on past data. Financial measures show what has happened but
they may not tell us what is currently happening. They are not necessarily a
good indicator of future performance.

They are short termist and do not focus on the organisation’s long term
financial strategy.

Customer perspective

These are measures that have a direct impact on customers. They could include
time taken to process a phone call, the number of customer complaints, results
of customer surveys or volume of repeat customers.

The customer and customer satisfaction have had a growing importance in

business. Businesses recognise that if customers are not satisfied, they will find
other suppliers to meet their needs.

Business process perspective

These are measures of key business processes, such as time taken in

production, re-work costs or time to process an order.

These internal business focused measures allow the organisation to measure

how well the business is operating and whether its products and services meet
customer requirements.
Learning and growth perspective

These are measures that highlight an organisation’s development and learning

ability. They might include the number of training days, the number of qualified
staff or total hours spent on staff training.

This perspective includes staff training and attitudes to organisational culture

related to both individual and corporate self-improvement. This quadrant
recognises that in a knowledge worker organisation, people are the greatest
resource. Kaplan and Norton focus upon the fact that 'learning' is more than
'training'.

The measures used in the BSC are mutually consistent and reinforcing. The BSC
should be viewed as more than a collection of disparate financial and non-
financial indicators. Instead it monitors a set of cause and effect relationships
that lead to better financial returns. This is done by ensuring that a vertical
vector runs through the four BSC perspectives, as demonstrated in Figure 2
below, based on Kaplan and Norton (1996, p.31).

Uses of the balanced scorecard

Kaplan and Norton found that companies are using the BSC to:

clarify and update strategy

communicate strategy throughout the company

align unit and individual goals with strategy

link strategic objectives to long term targets and annual budgets

identify and align strategic initiatives

conduct periodic performance reviews to learn about and improve strategy.

Steps in development of a BSC

The steps in the process of developing a BSC are to:

Identify the key outcomes critical to the success of the organisation.

Identify the processes that lead to these outcomes.

Develop key performance indicators for these processes.

Develop reliable data capture and measurement systems.

Develop a mechanism for reporting these to the relevant managers and staff.

Enact improvement programmes to ensure that performance improves.

Application

The BSC can be used in assisting the implementation of an organisation's

strategy. The process of developing the measures will make managers more
aware of how their work fits in with the strategy of the business. Managers
should receive regular reports of their performance against the BSC measures
relevant to their area of work. Strategic level management should receive
regular information on the organization’s overall performance of BSC measures.
This is to monitor whether the chosen strategy is being achieved and to take
appropriate action when necessary. Outside stakeholders could also have
access to BSC measures to help them form a fuller understanding of the
organization’s objectives.

Benefits

The main benefits of the BSC are outlined below.

It avoids management reliance on short-term or incomplete financial measures.

It ensures that senior management takes a balanced view about the
organisation’s performance.

Using the BSC can assist in ‘driving down’ the corporate strategy to divisions
and functions by forcing management to develop success measures related to
corporate goals. Top level strategy and middle management level actions are
clearly connected and appropriately focused.

It can help stakeholders to evaluate the organisation if measures are

communicated externally.

The organisation’s performance reporting system (and the organisation itself) is

much more likely to focus on staying competitive in the long term and to realise
value for its stakeholders.

Drawbacks

The main drawbacks are outlined below.

The BSC does not lead to a single aggregate summary control. The popularity of
measures such as Return on Investment (ROI) has been because they
conveniently summarise ‘how things are going’.

Measures may give conflicting signals and confuse management. For example,
if customer satisfaction and financial indicators are both falling, do
management sacrifice one or the other?

It involves substantial shifts in corporate culture to implement, such as the

need to re-focus on the long term. The organisation must also be recognised as
a set of processes rather than separate departments.

The approach is not a quick fix. It takes considerable thought to develop an

appropriate scorecard.
Question 5:

Numerous factors, whether social, psychological or economic, influence the

decision-making process. Though we all see the world through individualized
lenses and react to external and internal stimuli differently, scientists agree
that most people fall into different categories for decision making.

Answer the following:

What are the various decision making styles that leaders use? Describe the
‘Delegated’ Decision making model.

Effective decision making is not everyone’s piece of cake. That’s why a leader is
supposed to carry out the responsibility of making a decision. When leaders
make a decision, they consider numerous factors before they take one. These
factors can be social, economic and psychological. They can all influence a
person’s decision making styles process. Since we all human beings differ from
each other, our perceptions, our thinking process, our personal believes and
our internal/external stimuli, it all works differently. Scientists have agreed that
most individuals fall into one of the four basic categories of decision making.
These categories are directive, consultative, conceptual and consensus.

Directive

A directive decision making style is basically an art adopted by the autocratic

leaders in our society. Autocratic leaders are authoritative in nature and the
person in charge in such a leadership style makes his own decisions based on
the knowledge and experience he holds. Decisions made by an autocratic
leader are more directive in nature and those who use such a directive style of
decision making are quite rational. They have a low tolerance for ambiguity and
make sure it is imposed.

For example, imagine you’re a digital marketing manager with an ample

amount of experience in the digital world. The holiday season is just around the
corner and your teams aren’t moving in the right direction. With your
experience and knowledge, you take the charge and order your digital crews to
work on your idea of running a holiday discount campaign. In fact, you take
ownership and do it. And while you are there, you make sure that every
employee working under you is focused on doing it.

Such decision making styles where you take the authority in your hands is
directive in nature.

Consultative

It is a specific decision-making style, where one takes the action based on the
consultation of other sub-ordinates working with him within the team. It is a
very favored decision-making style as it allows different individuals to share
their feedback before a decision is made. Such decision-making does not hold a
leader liable for the decision made. It is a compound decision taken by
everyone altogether.

Former Navy Seal Marcus Luttrell tells his story that he was compelled to make
a decision that cost him and his team just about everything. Luttrell and his
crew captured a known al-Qaeda leader and two unarmed goat herders from
the Hindu Kush mountain range and their job was to kill them. The SEALs had to
make a tough decision whether they should take out the herders as well or let
them go. So, Luttrell gathered his team and consulted them; they finally
decided to let the herders go because they were innocent. Even though these
herders could’ve gone back and informed, they took the risk.

Conceptual

Now, this is a decision making style that is completely opposite of the directive
decision making style. Here, the person who is about to make the decision
usually takes a more subtle and serene approach. The leaders who are used to
the conceptual decision making style do not shy away from tough decisions.
They have a clear conceptual mind and whatever decision they make is based
on data. It is a well-informed & well-researched decision, the chance of error in
such decision making is fairly low.

For example, once Singapore was recognized as an indepedent state, it took the
decision of undergoing a heavy industrialization process. At the time when the
decision was being made, the risk of making such a decision was relatively high
and the success ratio was significantly low. Despite that, the government of
Singapore made a conceptual decision to choose a vision that goes long.

Consensus
A consensus decision making style is one such where a single leader is never
held accountable for the decision taken. As the name suggests, it is a decision
making style where a group debates the issue and then reaches to a conclusion
together. Here every member or individual is encouraged to give voice to their
opinion and deliver their say in what they believe is right or wrong.

It isn’t necessary that in a consensus styled leadership, everyone is supposed to

agree with the idea. However, it is important that they do put their personal
views aside and support the group decision.

Every business has a leader. And every leader upholds the responsibility of
decision making. Almost every business requires leaders who are strong and
can make worthy decisions. However, not every leader is capable to fit in every
environment. For a leader to be strong, it is important that he or she may
understand the environment in which they are working first. And then, based
on that particular environment, it becomes their responsibility to adapt a
particular decision making styles.

Delegation is a complex process in which managers assign new tasks, increase

the load of responsibilities and attribute authority to their subordinates to act
without any authorization.

An important matter is to not confuse delegation with consultation. In the case

of delegation, the decision making authority is fully in the hands of the
subordinates in comparison with consultation when the employee can present
his or her opinion, but the authority is retained by the manager . Hence,
delegation is not about sharing the power, is about distributing it to others by
moving the locus of decision making authority from higher levels to lower levels
in the hierarchy.

Delegation is seen as a tool and has several benefits both for managers and
their subordinates. By delegating, managers will be less overloaded and can
have more time to focus on important tasks. Decision quality may also be
improved if the person that is closest to the task will be the one responsible,
which supposedly is the one that possesses the needed information,
knowledge and has more expertise. When an immediate response is required in
quickly changing situations, decision quality again can be improved if
subordinates have decision-making authority. Important to be noted is that
these circumstances need skilled employees. From a subordinate perspective,
motivation and commitment to solving problems adequately will increase, but
just in those cases when they do not see these additional responsibilities as a
burden that is given just to expand their workload

identifies several reasons that sit behind delegation. In order of their

importance for managers, the following reasonings for delegating are:

Develop subordinate skills and confidence

Enable subordinates to deal with problems quickly

Improve decisions by moving them close to the action

Increase subordinate commitment to a task

Make the job more interesting for subordinates

Reduce workload to manage time better

Satisfy superiors who want managers to delegate more

The most usual reasons for not delegating were classified by managers in the
following order, starting with the most widely used
Keep decisions involving confidential information

Keep tasks and decisions that are very important

Keep tasks and decisions central to their role

Keep tasks for which mistakes are highly visible

Keep tasks they can do better than subordinates

Keep tasks that are difficult to explain to subordinates

Keep tasks that are difficult to monitor

Keep tasks that are interesting and enjoyable

These reasons for not delegating are in fact driven from those tasks that a
manager would not delegate to their subordinates,

When it comes to task, responsibilities and decision-making authority that

managers delegate, in practitioner literature, was a generous agreement on the
following categories

Tasks that can be done better by a subordinate

Tasks that are urgent but not high priority

Tasks relevant to a subordinate's career

Tasks of appropriate difficulty

Both pleasant and unpleasant tasks

Tasks not central to the manager's role

Among other determinants of the delegation, bring the concept of trust into
the picture: “A subordinate who is dependable and trustworthy is more likely to
be consulted for advice and given additional responsibilities”. Managers take
more risks, are more empowering and dare to delegate important tasks to
subordinates that they trust more.

What are the ways in which leaders manage organizational change? Explain the
concept of ‘Global Mindset’ and culture challenges for the leaders.

In today's fast-paced, dynamic business environments, perhaps the only

constant professionals can rely on is change. Organizations must be nimble and
willing to make decisions quickly, and those that are able to do this will
generally face a lot of change in short periods of time. This change could be
organization-wide or team-based, and might stem from any number of factors,
from technology to internal operating needs to finances to politics.

As a leader, it's your responsibility to set the tone for your team and
prepare yourself for managing organizational change as effectively as possible,
helping your reports to understand and navigate this change as best you can.

Managing Change in Organizations

1. Plan Carefully

Before you bring proposed change to your team, make sure you have a clear
plan in place that covers, at a minimum, when, how, and why the change is
taking place. Ideally, you'll have documented the tasks needed to get you to
where you want to be, outlined new or changing responsibilities for anyone
affected, crafted a fully-developed timeline, and come up with responses to
address potential concerns.

2. Be as Transparent as Possible

One of the tricky parts about organizational change is that it will often arrive in
phases, or will involve a level of confidentiality on the part of the management
team or certain individuals. However, especially when the change will be a
major one, it's helpful to be as transparent as possible with your employees -
even if you can't give them all of the details, being upfront about the pieces you
can share (and clearly explaining their impact) will go a long way towards
helping your staff feel more comfortable.

3. Tell the Truth

This is an easy rule to follow when your change is clearly positive; when the
change is in response to challenging circumstances or will result in short-term
negative outcomes, this becomes trickier. However, being honest with your staff
to the extent that you're able to is usually the best route: sugarcoating,
presenting things in an overly optimistic way, and promising unrealistic
outcomes will just make your staff suspicious and distrustful of your motives.
While it's important, as a manager, to present an optimistic front to your team,
do so in a way that acknowledges potential challenges and drawbacks.

4. Communicate

Keep the lines of communication open between you and your employees. Take
the time to explain why the change is happening, and what it will look like in
practice. Make yourself open to questions, hold team meetings, and invite
your reports to come see you and talk through their concerns or thoughts in a
neutral atmosphere.

5. Create a Roadmap

Help your employees understand where the organization is, where it's been,
and where it's going. How does the change play into the business's history, and
how is it going to shape its future? Laying this out clearly will demonstrate the
thought and strategy behind the change, and will help staff see how it fits into,
or is evolving from, the business model they've become accustomed to.

6. Provide Training
When the change involves shifts in technologies or processes, provide adequate
training for your employees to help them master the new way of doing things.
And make sure that you convey that this training will be available when the
change is announced, so as to avoid employees feeling like they'll be left behind
due to lack of skill or experience.

7. Invite Participation

Although this won't always be possible, giving employees the opportunity to

participate in, or give feedback on, decisions can be a really positive strategy.
Employees will be grateful for the chance to make their voices heard, and it can
also be a great way to get different perspectives and understand impacts you
might not have thought of otherwise.

8. Don't Expect to Implement Change Overnight

A longer, more strategic rollout is almost always the best option, rather than a
hasty shift in direction. Not only will you give your employees a chance to
adjust to the change, you'll be able to answer questions and address any issues
well in advance of the change going into place. Additionally, people are
generally slow to adopt new habits, so this will give your staff a chance to
familiarize themselves with the new way of doing things and gradually phase
out old practices in a more natural way.

9. Monitor and Measure

Once the change process is in motion, it's important to maintain consistent

oversight over implementation and rollout to ensure that things go smoothly
and that you'll ultimately be successful. Keep a close eye on potential problems,
and address any issues in a timely manner. Define metrics to measure success,
and continually monitor them to make sure that you're staying on track. And
continually touch base with key stakeholders to gauge their perceptions and get
any relevant feedback.

10. Demonstrate Strong Leadership

Above all else, remember to go back to basics and focus on maintaining and
exemplifying the qualities of a great leader. Inspire your team;
demonstrate strategic thinking; be open-minded and flexible; and show your
team that they can depend on you to have their best interests at heart. A
strong leader can help their team weather the storms of change with
confidence and clear-sightedness, no matter how challenging they might be.
B)What are the ways in which leaders manage organizational change?explain
concept of global mindset and cultural challenges for leaders

Global Mindset is the ability to absorb information, traditions, and cultural

norms from around the world and be able to conceptualize how to make an
impact in all environments.

Global Mindset Capitals

The Thunderbird School of Global Management have focused on global mindset

and explained global mindset in terms of three capitals – intellectual,
psychological and social capital.

Intellectual capital

This capital refers to the persons’ knowledge about his/her surroundings and
how he/she interprets and analyzes the information and knowledge obtained

The three underlying building blocks of intellectual capital is:

Global Business Savvy

Cosmopolitan Outlook

Cognitive Complexity

The cosmopolitan outlook is the ability to gain knowledge about different part
of the world in terms of historical, geographical, political and economic facts
and be continuously updated on world events. In terms of cognitive complexity,
the focus is on the ability to interpret and understand problems and having
good problem-solving skills.
This capital last factor, global business savvy, displays the know-how a person
has about the business world and the opportunities that exits across the world.
The know-how of global industry, marketing, risks, supplier option and business
strategy will improve the potential impact a business have across the world.

The three building blocks are interrelated. Being a cosmopolitan and having
wide global business knowledge will increase cognitive complexity. Cognitive
complexity can also increase curiosity; hence increasing the cosmopolitan
outlook and business knowledge.

Psychological Capital

The second capital is psychological capital. Where the foregoing capital focused
on the intellectual part of a person’s behavior, psychological capital focuses on
the willingness to understand and engage in cross-cultural interactions. The
psychological capital is the affective part of global mindset. Without extensive
psychological capital the success of cross-cultural understanding and trust
building is likely to fail.

The three building blocks that is a part of the psychological capital are:

Passion for diversity

Quest for adventure

Self-assurance
Displaying a passion for diversity a person shows a vast interest in exploration.
Through travelling, meeting new people and networking a person will gain new
experiences and new cultural impulses. The passion for diversity will enable an
interest in a life full of variety. A life full of variety, where the wish to explore,
encounter unfamiliar things and situations and take risks, often increases the
willingness to seek out new adventures. Quest for adventure goes hand in hand
with having a passion for diversity. A global mindset means a wish to deal with
challenging and unpredictable situations, take risks and test his/hers abilities.
As emphasized, a keyword to global mindset is diversity. The need to like,
handle and feel comfortable in a diversified context is therefore a necessity in
portraying a global mindset.

Handling and feeling comfortable is a factor that comes to show in the last
building block. A person needs to have a high self-assurance to be able to
master new and challenging situations. Self-assurance reflects on personal skills
such as self-confidence and being energetic in order to be able to master a
passion for diversity and to seek new adventures.

Social Capital

The last capital used by the Thunderbird School of Global Management

explaining global mindset is social capital. Social capital portrays the behavioral
side of a global mindset. This shows that a global mindset is not only
determined by a person’s ability to gain and use knowledge, but also the
personal ability to disseminate know-how. Social capital focuses on a person’s
ability to create trust relationship across borders and cooperate with people
(Javidan and Walker, 2013:370). This is crucial for knowledge dissemination
(Javidan and Bowen, 2013:149-50; Javidan and Walker, 2013:370).

Social capital’s three building blocks are:

Intercultural empathy

Interpersonal impact
Diplomacy

Intercultural empathy refers to the ability to emotionally connect with

someone. Not only on a local scale, but across cultures where interest, values
and beliefs are different from national culture. Intercultural empathy reflects on
the ability of the manager to work well with people across cultures, understand
nonverbal gestures different from his/her own, be able to emotionally connect
with people and make people across cultures collaborate .
The ability to emotionally connect with people will often enhance the interpersonal
impact. Interpersonal impact is the personal ability to build an influential personal and
professional network of people. It also reflects the ability to negotiate across borders. A
global spanning network gives a person a vast cultural experience, in which he/she
interacts. Having a intercultural empathy a person can create a reputation, be able to
mediate understandings and gain credibility among diverse cultural contexts.

Diplomacy is concerned with the personal ability to understand and be understood. How
the person is able to be seen and create an impression on its counterparts, hence, make
use of his/hers intercultural empathy, interpersonal impact and intellectual and
psychological capital. A person with the ability to start a conversation, hold multiple
viewpoints, be a good listener and be able and willing to collaborate shows a high
diplomatic capability

CULTURE CHANGE

Every organization undergoes periods of necessary culture change to promote growth,

competition and success. However, changing the culture of an organization is no easy
task. The initiative for change requires focus, accountability and consistency, as well as a
complete buy-in from the senior leadership team, according to Forbes.

Here are the three skills a leader must have to initiate culture change:

Be a change leader:
A successful change in culture stems from a leader-led model. Change begins at the very
top. Every move a leader makes either supports or undermines the process. Senior
leadership must take an active role in the change and ensure it is a top priority for every
manager. The steps to implementing and leading this change include: establishing
accountability across the organization, defining the desired results needed from the
culture change, developing a cultural beliefs statement, communicating the case for
change and consistently ensuring the leadership team is aligned with the change.

Respond to feedback the right way:

Leaders need to anticipate team scrutiny during the change process. While team
members may be hopeful for new change, they may also look for signs of potential
failure. Leaders should create a supportive workplace that promotes transparency and
ask team members for feedback to let them know their voice is heard. Leadership needs
to receive feedback positively and never respond with an excuse or dismissal. While
feedback may not always be accurate or realistic, it is a leader's duty to ask for it and
respond.

Maintain a facilitative communication style:

Effective communication is a key component for change. Leaders must create experiences
and opportunities for the organization that promote ongoing collaboration and
communication with team members. These experiences will empower the team and
make people accountable for working toward change.

1. How do the standards set by Fred Smith for Federal Express teams improve
organizational performance?

The focus on empowerment, employee involvement and quality action teams has meant
many things to Federal Express:

 Increased teamwork

 Improved employee morale

  Strengthened leadership skills

 Improved productivity

 Additional revenue through cost savings

 More satisfied customers.

Employee involvement and the quality action teams are the key to improving and
strengthening the relationship between workers and management. Federal Express
appears to be achieving their organizational performance by taking the human side
of quality and empowering employees and putting people first.

Employees are encouraged to be innovative and to make decisions that advance quality
goals. Federal Express provides employees with the information and technology they
need to continuously improve their performance.

2.What motivates the members of Federal Express to remain highly engaged in their
teams?

FedEx encourages its employees to be innovative and to make decisions that advance
quality goals and also provides employees with the information and technology they
need to continuously improve their performance.

Federal Express knows that acknowledging efforts is essential for a motivated and
satisfied work force, and that such acknowledgment stimulates new ideas and
encourages better performance and team spirit.

Federal Express also offers many types of incentive programs such as the Suggestion
Awards Program. As the name implies, it encourages employees to submit ideas that
will improve company operations. These must be ideas that lower cost, increase
productivity, increase revenues, or promote safer working conditions. Employees at
Federal Express can earn $100 to $25,000 for ideas that are implemented.
3.Describe the role Federal Express managers play in facilitating team
effectiveness.

The shifting sands of competition require that companies elicit an

entrepreneurial spirit from workers at every level of the organization,
communicating the leaders’ vision but leaving the implementation up to
individuals. Federal Express has done this thru communication and
collaboration.

Collaborative leadership is the art of pulling people together from different units
or organizations to accomplish a task that none of them could accomplish -- at all
or as well -- individually.

 Help employees see their common interests, and the benefits possible
through joint effort.

 Generate trust.

 Help employees design a transparent, credible process.

 Lead by showing, not telling.

4. Leaders play a critical role in building effective teams. Cite

evidence from the case that Federal Express managers performed
some of these roles in developing effective teams.

Through the use of empowerment, Quality Action Teams were created for
employees to think outside of the box. There was little to no management
 supervision of the teams but each of the teams provided ideas and suggestions
(that were later implemented) on how best to overcome some of the major
pitfalls that fed. ex. was experiencing.

 Help employees see their common interests, and the benefits possible
through joint effort.

 Generate trust.

 Help employees design a transparent, credible process.

 Lead by showing, not telling.

Dare