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Thinking about driving


Modern corporate organizations today are competition, talent research and retention, globalization, financial expectations, technological innovation, energy arrangements, diverse workforce, environmental sustainability, corporate responsibility, the spread of the Internet, and so on. that the maintenance of the status quo or the less successful outcome is not a successful formula. Change management and adaptation will inevitably be necessary to identify the direction, identify priorities, manage complexity, and achieve exceptional results.

John Harvester, John Kotter, professor of Konosuke Matshushita, claims that "most US companies have managed and led." Essentially, today's management jobs require different management and leadership skills. The higher the company ladder, the greater the need for leadership skills. Thus, the rapidly changing environment we face faces more leadership from more people. In order to meet these forces, it is imperative to be a good master of leadership and management skills in order to efficiently organize and guide the organization. That is why there is a great need to institutionalize leadership development. "The institutionalization of a leadership-oriented culture – where the business rewards people who successfully develop leaders – is the ultimate act of leadership."

Webster's third new international translator defines the leader as "a person who plays an executive role or role in leadership, has a controlling influence, or in any other field of activity." The power of leadership comes from a mind's enrollment for a common cause or visions and the release of internal motivation to achieve extraordinary results. This means that anyone can be a leader in any organization, regardless of whether the person is formally identified. In fact, informal leaders play an extremely important role in the efficiency of most organizations. Allen Scherr and Michael Jensen (2-4) in the working document of the Barbados Group have offered that "a leader is an average person, the result – whose accomplishment would be remarkable and visionary under the current circumstances – and the implementation of integrity in this commitment to achieve the desired results ". One of the most important considerations of this definition is that "integrity" in the sense of leadership involves the respect of your word – and that means that you either hold your word or acknowledge it will not keep and clear any clutter (Erhard et al., 36)

According to Kotter, management is concerned with complexity, planning and budgeting, organization and staffing, controlling and problem solving. setting objectives, setting out detailed objectives, allocating resources, organizing the organization, delegating and assuming responsibility, tracking results / plans, mapping deviations from the plan, and designing and managing solutions (51-65, 1999). , which is a great leader, acknowledging their strengths and understanding their limitations, as they are aware that performance depends on tracking the pressure and priorities of their work, finding the right course for them. According to Sternberg, "finding a unique path to success is a feature of leadership intelligence." (314-315).

Management basically focuses on minimizing risk and maximizing plan and predictability. By comparison, leadership meets with the unknown, dreams, and vision that breaks through. Accordingly, what a man looks best looks can be a lot of dream to another. The subject of leadership is where the results to be produced are associated with greater risk and uncertainty than they generally consider acceptable to management. The gem of the Renaissance scholar was Machiavelli the Prince (1513/1962). Machiavelli's thesis is as good as in 1513. He stated that "there is nothing more difficult to handle, more dangerous behavior, or more uncertain success than to lead to the introduction of a new order."

It is clear that both leadership and leadership are essential for a well-functioning organization. It is important to emphasize and understand Kotter's consistent conclusions about the tensions between leadership and leadership: "… more in essence, management and management distinguish their primary function: the first useful change can be made, and the second can create orderly results that can effectively it does not mean that management is never linked to change, and can lead to more efficient system change, in addition to effective leadership, and does not mean that leadership is never linked to the order, in addition to effective management, an efficient leadership process can chaotic situation. "(Kotter 7, 1990). This conflict can be useful; this is not a trivial exercise. The right balance for all short and long-term successes of each business is indispensable.

Leadership is about reacting comfortably to change and understanding that the status quo works in most cases against progress. Every quarter and every month there is a change – things are constantly moving. While others do not know this, the leaders assume. If you need to know that change is inevitable, the real leader is looking for a positive change for the purpose and for the better. Kotter defines leadership as one of three elements: 1) management, 2) aligning people, 3) motivating and inspiring. This is a great find, but Allan Scherr and Michael Jensen's paper gives more insight into the leadership by agreeing to Kotter's work, but it also contains two additional elements: "Communicating Breakdowns and Handling Disaggregations". (Scherr, Jensen 4).

Legendary leader Jack Welch in a WSJ editorial (2004) noted that after 30 years of leadership, he knows how and how the leaders behave. His method evaluates four essential qualities (each with E, a good coincidence): 1) great positive energy, 2) ability to energize others, 3) width or courage to make hard, yes or no choices, and 4 ) Execution continues to get the job done. His honor was performed by observing integrity and general intelligence as a necessary attribute to complement a strong leader type.

As we gather, there is no shortage of leadership definitions. The many dimensions in which leadership has been sent may make it easier for the subject. However, it is appropriate to find similarity between the definitions. Driving is shaped as a means of personality, persuasion, special behaviors, the pursuit of visions, the encouragement of creativity commitment, and the encouragement of implementation. a tool and a mixture of these ideas.

Theories of Leadership Positions

The inability of researchers to convince all dimensions of leadership has led to four leading situational theories. These theories suggest that the most effective driving style depends on the situation variables, especially the characteristics of the group and the nature of the task.

Hersey and Blanchard developed an "Unmanaged Leadership" model that coordinated behavioral and behavioral behavior combinations with the maturity of followers. Depending on the willingness of the subordinates, the proper leadership style can be said first; then sale; then participates; and finally transferred to very mature followers (Vecchio 334-350).

The most widely researched position management theory is Fred Fiedler's "driving-minded theory" for leadership. Fiedler used the LPC scale to measure the direction of the driver towards the task or the person. The most appropriate management style was determined by judging three situational variables: whether the relationship between the leader and the members was good or bad, whether the task was structured or unstructured and whether the leader's position was strong or weak. When the three situation variables were extremely favorable or extremely unfavorable, the most effective leadership style was task-oriented (low LPC). At the same time, the leader of concern for interpersonal relationships (high LPC) was more effective in situations where intermediate levels were more favorable (Ayman et al., 351-377).

The "Path Goal" model is another situational leadership theory. This theory comes from the waiting theory and suggests that effective leaders need to clarify the goals and increase the attractiveness of the goal for the followers. The model proposes four different driving styles: a policy, a supportive performance-oriented, and participatory driving style. The most appropriate style depends on two types of situational factors: characteristics of the trace and the environment. Three of the most important follow-ups include governance, authoritarianism and personal abilities. The three environmental factors encompass the nature of the task, the organizational formal authority system, and the norms and dynamics of the group (House et al., 259-273).

Vroom and Yetton's "normative decision-making" model is also a situational leadership theory as it identifies the right style leaders in decision making. The three leadership styles include autocratic decision making, consultative decision-making and group decision making. Decision-making titles that determine which style is the most appropriate include questions such as whether the leader has adequate information to make a decision whether or not the subordinates accept the organization's goals, regardless of whether the subordinates whether they accept the decision if they do not participate and whether the decision results in a controversial solution (Vroom 278).

Although most of the literature in leadership emphasizes the influence of a team leader, the group's influence on the leader should not be ignored. The relationship between the leader and the group means mutual influence. Groups are able to influence the behavior of their leaders by responding selectively to certain leadership behaviors. A leading influence can be limited by a number of external factors, such as organizational policies, group norms, and individual skills and abilities. Other variables have been found to neutralize or substitute leadership influence, such as the skills and abilities of the followers and the nature of the task itself.

Managing breakthrough performance breakdowns

It is difficult to predict with certainty that vision is achieved without the occurrence of certain failures. Disaggregations are situations where the team realizes that the current plan will not work. Unlike people's general conviction, breakdowns can become the driving force behind breakthroughs. This concept insists on saying "the necessity is the mother of the invention". Breakdowns provide an opportunity for a truly committed team to find alternative solutions; this is only by identifying the problem and working as a team. The concept of breakdown covers two essential elements: 1) Commitment and 2) Recognition and Recognition which are not realized in the current direction and speed.

First, if there is no commitment, there will never be a decay; because whatever action is taken, whatever happens, is acceptable. So if there is no access and commitment unclear or obscure, the existence of a breakdown is urgently missing and may not be visible to some or all of the affected. Secondly, to the extent that the outcome of the current course can be precisely predicted, the breakdowns are previously identified and thus increase the likelihood of solving the problems. On the other hand, if we do not see that the current approach is predictable, it does not appear or if it is likely to be too late to overcome the obstacles (Scherr, Allen 13-14).

Managing and communicating the existence of a breakdown will help accelerate the timely detection of new solutions and breakthroughs. If everyone is committed to the same general vision, breaking down another area that prevents the general vision from happening is a confusion for everyone. When a dedicated and motivated team is broken, they re-create their commitment instead of resigning. Renewal of commitment changes people's mindset and often allows them to find opportunities and solutions that are not yet visible.

Quality Movement offers methodologies (eg Lean Six Sigma, ISO 9001, TQM, CMMI, ACE, etc.) to help identify with a type of demolition check that is not damaged and found a way to continuous development. In a new perspective to observe what the "usual business" is, it can help in detecting failures that may otherwise be invisible.

Expectations and Commitment is a Dialect of Successful Leadership

Expectations and Commitment play a central role in driving efficiency. It is known that more typically waiting drivers will get more (eg Likert, 1961, 1967, McGregor 1960). By requiring each individual concerned to make a personal commitment to the vision, the leader is practically seeking a self-sustaining prophecy. The most important consequence of Pygmalion's impact is the ability of the committed players to achieve excellent performance to create high performance.

Eden (184) points out that "a leader who wants to be a more positive Pygmalion needs to attract attention to those subordinates, many have untapped potential and generally persuade them to gain more." Business schools change the subject in many ways to develop leadership skills, ie expectation and self-efficacy training, immunization of the Golem effect, avoiding negative stereotypes, eradicating the record, defining hard targets and goals, etc.

the organization is closely involved in the realization of expectations and self-realization prophecies. Schein (189-190) studied how culture influences the effectiveness of an organization. In his own words, "productivity is a par excellence cultural phenomenon, both at the level of small workgroups and at the level of the entire organization". To this end myth is a promising way of organizing a culture of organization. The handling of myths is a worthy reason for those who influence culture "… the unique and fundamental function of leadership is the manipulation of culture." (Schein 317).

Think of the encouraging self-realization prophecy that is the utterly widespread belief that "Nothing is impossible" or that "the degree of power" like the Golem effect, our products do not have the quality "or" What we do Murphy

Normal business is often the enemy of breakthrough performance and effective leadership. When things are very bad, the need for our faces changes. Whenever a The situation is unbearable, it seems that action is the right thing and most are willing to work hard on it. However, when things are good, hey, it's all right. The usual business problem is to lead to complacency and mediocrity, and over time its absence is costly and disadvantageous for the body. Napoleon is offered his opinion of the importance of leadership in his famous plea that he sees a lion-led rabbit army like a rabbit-led lion's army. As with professional sports, the need for performance in today's competitive environment dictates the concept of "now or not long".

Kotter, John. What kind of drivers really are. Boston: Harvard Business School Press, 1999.

Erhard et al. "Integrity: a positive model that involves the normative phenomenon of morality, ethics and legality". Negotiations, Organizations and Markets (NOM) 06-11. and the Working Document of the Barbados Group 03-06. SSRN, 2007.

Kotter, John. The strength of change: how management drives management. New York: The Free Press, 1990.

Scherr, Allen, Michael Jensen. "A new model for driving". Negotiations, Organizations and Markets (NOM) Working Document 06-10; and Barbados Group Working Paper No. 02-06. SSRN, 2006.

Ayman et al. "The Model for Managing Efficiency: Elevation Level". Management. Ed. Robert P. Vecchio. Indiana: University of Notre Dame Press, 2002.

Old, Robert. "Conductive driving theory: examining a prescriptive theory." Management. Ed. Robert P. Vecchio. Indiana: University of Notre Dame Press, 2002.

House et al. "The Objective of Driving". Management. Ed. Robert P. Vecchio. Indiana: Notre-Dame Press University, 2002.

Vroom, Victor. "Leaders learn to drive." Management. Ed. Robert P. Vecchio. Indiana: University of Notre Dame Press, 2002.

Sternberg, Robert. "Leadership Intelligence: Why Is not IQ Not Enough?" Management. Ed. Robert P. Vecchio. Indiana: University of Notre Dame Press, 2002.

Eden, Dov. "Leadership and Expectations: Pygmalion Effects and Other Self-fulfilling Prophecies in Organizations". Management. Ed. Robert P. Vecchio. Indiana: University of Notre Dame Press, 2002.

Schein, E. H. Organizational Culture and Leadership. San Francisco: Jossey-Bass, 1985.

Jack Welch. – Four E (Good Good Guys). Onlinewsj.com January 23, 2004

http://online.wsj.com/PA2VJBNA4R/snippet/SB107481763013709619-search.html/>.

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