RSM100Y1 Study Guide - Final Guide: Specific Performance, Multiple Choice, Session 9

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Published on 8 Oct 2016
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Session 9
What Leaders Really Do
KEY: Managers promote stability and leaders press for change. Only organizations that
embrace both sides of that contradiction can thrive in turbulent times
Leadership and management are 2 distinctive and complimentary systems of action
Most corporations are over-managed and under-led
Difference between Management and Leadership:
Management Leadership
Brings a degree of order and
consistency to quality and profitability
of products
Planning and budgeting  Organizing
and staffing  controlling and problem
solving
Planning designed to produce orderly
results
Major change is needed in this
competitive and volatile world to
succeed
Can’t manage people effectively into
battle; must be led
Setting a direction  aligning people 
motivating and inspiring
Direction setting creates visions and
strategies
Visions- don’t need to be original, just
need to serve the interests of
important stakeholders well and be
easily applied to a realistic strategy
Without direction, short-term planning is hard-with no vision and strategy to provide
constraints around the planning process or to guide it
Execs need to align people not organize them- get people moving in the same direction
Aligning: communication challenge, talk to everyone- empowers people- lower level
employees who may have difficulty expressing their ideas
New visions are hard for people to accept-need credibility to get people to believe you
Control mechanisms compare system behavior with the plan and take action ASAP
when a deviation is detected
Purpose of systems is to help normal people who behave normally to complete their
routine jobs successfully day after day
Leadership: burst of energy- articulate the organizations vision in a manner that
stresses the values of the audience they are addressing, helping people grow
professionally and enhancing their self esteem, recognize and reward success
Coping with change demands initiatives from a multitude of people- at diff levels
(hierarchy)
Important for leaders to experience challenges early in their career- learn from success
and failure-lesson about its difficulty and potential for creating change
Institutionalizing a leadership-centered culture is the ultimate act of leadership
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Some companies give promotions to managers who can nurture leaders and create
many small teams in which people can take on various management/ leader roles
Level 5 Leadership: The Triumph of Humility and Fierce Resolve
Darwin E. Smith is a classic example of a Level 5 leader-an individual who blends
extreme personal humility with intense professional will.
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Document Summary

Key: managers promote stability and leaders press for change. Only organizations that embrace both sides of that contradiction can thrive in turbulent times. Leadership and management are 2 distinctive and complimentary systems of action. Major change is needed in this consistency to quality and profitability of products competitive and volatile world to succeed. Planning and budgeting organizing and staffing controlling and problem solving. Can"t manage people effectively into battle; must be led. Setting a direction aligning people . Planning designed to produce orderly motivating and inspiring results. Visions- don"t need to be original, just need to serve the interests of important stakeholders well and be easily applied to a realistic strategy. Without direction, short-term planning is hard-with no vision and strategy to provide constraints around the planning process or to guide it. Execs need to align people not organize them- get people moving in the same direction.

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