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Effective Management
Effective Management
Achieving Efficiency and Results
Achieving Efficiency and Results
Developing leadership capacity.
Developing leadership capacity.
Effective leadership and management are critical to driving results and achieving efficiency in organizations. Leadership and management can provide clear direction for the team, develop capacity and create the conditions for success, allowing the team to accomplish more with less. By investing in the development of leadership capabilities, organizations can ensure that their team is working smarter, not harder, to achieve their desired objectives.
A What determines the potential of an organization?
Human Resources size
Relationships success
Structure direction
Plans moral
Leadership potential
____________ determines ______________ of the organization
1. The Human Resources determines the ...
2.
3.
4.
5.
The potential of an organization is determined by its ability to effectively leverage its resources, adapt to changing environments, innovate, and execute its strategies to achieve its goals and mission.
Check
Possible answers
The human resources determine the potential of the organization.
The relationships determine the moral of the organization.
The structure determines the size of the organization.
The plans determine the direction of the organization.
The leadership determines the success of the organization.
Compare your answers
1. Human Resources determines the potential of an organization, as it is the people within the organization who drive innovation, productivity, and growth.
2. Relationships determine the success of an organization, as strong connections with customers, partners, and stakeholders contribute to long-term sustainability.
3. Structure determines the direction of an organization, as the organizational design and hierarchy shape how activities are coordinated and goals are pursued.
4. Plans determine the moral compass of an organization, as ethical and well-thought-out plans guide decision-making and behaviors.
5. Leadership determines the success of an organization, as effective leadership sets the tone, inspires, and leads by example, influencing the achievement of objectives and overall performance.
Understanding Organizational Structure
Understanding Organizational Structure
An organization structure is a framework that outlines how tasks, roles, and decision-making authority are allocated within a company. It defines who does what, who reports to whom, and how information flows throughout the organization. A well-defined structure fosters clarity, efficiency, and goal achievement. Imagine a company like a building. The foundation represents the overall goals, the different departments are like floors, and individual employees are the bricks. The organizational structure is the blueprint that shows how these elements are arranged and interconnected. Think of organizational structure as the company's internal map. It guides employees on their roles, responsibilities, and collaborative efforts towards achieving the organization's objectives. In essence, an organizational structure is the backbone of a company, ensuring everyone is aligned and working together effectively to reach success.
B What is the difference between Leadership and Management?
The main difference between leaders and managers is that leaders have people follow them while managers have people who work for them. A successful business owner needs to be both a strong leader and manager to get their team on board to follow them towards their vision of success. The manager's job is to plan, organize and coordinate. The leader's job is to inspire and motivate. The manager focuses on systems and structure; the leader focuses on people.
Leadership and management are two distinct but interconnected concepts. Leadership is the ability to influence and inspire others to achieve a common goal. Management is the process of planning, organizing, directing, and controlling resources to achieve organizational goals.
While leaders are responsible for setting the vision and direction, managers are responsible for ensuring that the day-to-day operations run smoothly. Effective leaders are also effective managers, but not all effective managers are effective leaders.
Here are some key differences between leadership and management:
Effective leadership and management are essential for the success of any organization. Leaders and managers who work together effectively can create a high-performing team that is able to achieve its goals.
Here is a statement about leadership and management:
Leadership and management are complementary skills that are essential for the success of any organization. Leaders set the vision and direction, while managers ensure that the day-to-day operations run smoothly. Effective leaders and managers are able to work together to create a high-performing team that is able to achieve its goals.
Inspire
To fill someone with enthusiasm, confidence, and a strong desire to do something.
It's about igniting a spark within a person, motivating them to achieve beyond their perceived limitations.
A leader who inspires creates a sense of purpose and meaning, making people feel like they're part of something bigger than themselves.
Motivate
To provide someone with the reason or desire to act in a specific way.
It focuses on providing the impetus or drive to take action.
A leader who motivates creates a clear path forward, highlighting the benefits of achieving the goal and keeping the team engaged.
Leadership
Leadership
Group of abilities that can be learned and improved
it refers to effect put into practice on the people → Influence
Respect Experience Emotional forces Ability with people Discipline
Vision Impulse Urge Opportunity sense
Management
Management
It concentrates on the maintenance of systems.
Mind map Leadership and management
Mind map Leadership and management
This simplified mind map outlines the key aspects of leadership and management, including their qualities, functions, approaches, and some common examples. You can expand this map by adding more details, subtopics, or specific leadership and management theories/models as needed.
Leadership
Leadership
Qualities
Qualities
Vision
Communication
Empathy
Inspiration
Adaptability
Functions
Functions
Setting Direction
Motivating
Guiding Change
Inspiring Innovation
Approach
Approach
People-Centric
Long-Term Perspective
High-Level Decision Making
Role in Change
Examples
Examples
Transformational Leadership
Servant Leadership
Charismatic Leadership
Management
Management
Qualities
Qualities
Organization
Efficiency
Planning
Control
Resource Allocation
Functions
Functions
Planning and Budgeting
Organizing
Controlling Processes
Task Execution
Approach
Approach
Task-Centric
Short-Term Perspective
Tactical Decision Making
Maintaining Stability
Examples
Examples
Strategic Management
Operations Management
Project Management
Process Management
Explosive growth
Explosive growth
Leadership
Leadership
Leaders developing subordinates primarily focus on enhancing the skills and capabilities of individual team members, whereas leaders developing leaders aim to not only develop the abilities of their subordinates but also foster leadership qualities in them, empowering them to take on leadership roles and responsibilities within the organization.
Leaders developing subordinates
Leaders developing subordinates
They need to feel necessary
They concentrate on the weak points
They develop 20% inferiors
They treat the people equally for justice
Leaders developing leaders
Leaders developing leaders
They want to be well succeed
They concentrate on the strong points
develop 20% superiors
They treat leaders as differentiated people to reach maximum impact
In conclusion, the difference between leaders developing subordinates and leaders developing leaders lies in their objectives, approach, and focus. Leaders developing subordinates prioritize individual skill development and fairness, concentrating on weaknesses and treating all team members equally. On the other hand, leaders developing leaders aspire to create successors who can excel in leadership roles, emphasizing strengths, differentiating leaders, and seeking maximum organizational impact through a pipeline of capable leaders. Both approaches have their unique merits and applications in different contexts.
Answer these questions.
1. What's the main goal of leaders developing subordinates compared to leaders developing leaders?
2. How do these two leadership approaches address team members' strengths and weaknesses differently?
3. What's the key difference in how team members are treated in these two leadership styles, and how does it affect the organization?
C Efficiency and effectiveness are two vital aspects of organizational performance. Efficiency focuses on resource optimization and output maximization, while effectiveness is about achieving the right outcomes aligned with an organization's mission. Let's examine the key differences between them.
What is the difference between Efficiency and Effectiveness?
Link the columns appropriately.
2. Efficiency
3. To get better
4. To dry
5. To copy
6. To be different
7. To look for the impossible
( ) To do activities that cannot be done
( ) To do the good activities that other people are doing
( ) To do activities in the right way
( ) To do the right activities
( ) To do the activities better
( ) To do activities that nobody else is doing
( ) To get rid of the superfluous activities
WHAT
HOW
Check
Answers C
Effectiveness To do the right activities
Effectiveness To do the right activities
Efficiency To do activities in the right way
To get better
To do the activities better
To dry
To get rid of the superfluous activities
To copy
To do the good activities that other people are doing
To be different
To do activities that nobody else is doing
To look for the impossible
To do activities that cannot be done
1. What role do you think a clear sense of purpose and a shared vision play in differentiating leadership from management, and why is this important for organizational success?
2. How might the balance between leadership and management change in times of crisis or rapid change within an organization, and what implications does this have for decision-making and employee engagement?
3. Can you think of specific examples of individuals or leaders who successfully transition between leadership and management roles based on the needs of their organization or team? What traits or skills enable them to do so effectively?
Five main differences between leadership and management
Five main differences between leadership and management
Leadership and management are two distinct but closely related concepts in the realm of organizational and group dynamics. Here are five main differences between leadership and management:
1. Focus and Purpose
- Leadership is primarily focused on setting a vision, inspiring and motivating people, and driving change. It involves guiding individuals and groups towards a common goal, often through a shared sense of purpose.
- Management, on the other hand, is primarily focused on planning, organizing, and controlling processes, resources, and tasks to achieve specific objectives and goals. It emphasizes efficiency and effectiveness in day-to-day operations.
2. Approach to People
- Leadership places a strong emphasis on people and their development. Leaders often lead by example, foster innovation, and create a culture of trust and collaboration. They seek to empower and inspire their teams.
- Management tends to focus more on tasks and processes. Managers ensure that work is organized, resources are allocated efficiently, and processes are followed. They often take a directive and authoritative role.
3. Time Horizon
- Leadership often has a longer-term perspective and is future-oriented. Leaders think strategically and are willing to take risks to achieve long-term goals.
- Management typically operates with a shorter-term perspective, focusing on meeting immediate goals and solving day-to-day operational challenges.
4. Decision-Making:
- Leadership involves making strategic and high-level decisions that shape the organization's direction. Leaders often make decisions based on a vision, values, and a sense of purpose.
- Management involves making operational and tactical decisions. Managers rely on data, established processes, and best practices to make decisions that keep the organization running smoothly.
5. Role in Chang
- Leadership is often associated with initiating and managing change. Leaders are responsible for guiding people through transitions, fostering a culture of adaptability, and inspiring innovation.
- Management, while involved in implementing change, typically focuses on maintaining stability and minimizing disruptions during the change process. Managers ensure that day-to-day operations continue efficiently.
It's important to note that effective organizations often require both strong leadership and management. Leaders set the vision and inspire people to achieve it, while managers ensure that the necessary processes and resources are in place to execute the vision. In many cases, individuals can exhibit both leadership and management qualities, depending on the situation and their role within an organization.
VOCABULARY
1. Leadership: Guiding and inspiring towards common goals.
2. Management: Planning and organizing for efficient operations.
3. Vision: Long-term inspiring direction.
4. Efficiency: Achieving goals with minimal resources.
5. Effectiveness: Successful goal accomplishment.
6. Culture of trust and collaboration: High trust, teamwork culture.
7. Tactical decisions: Operational-level decisions.
8. Adaptability: Ability to thrive in change.
9. Stability: Consistency in daily operations.
10. Innovation: Creating and implementing new ideas.
Check ✅ TRUE or FALSE according to the reading passage.
1. ⬜ True ⬜ False: Leadership is primarily focused on planning, organizing, and controlling processes to achieve specific objectives.
2. ⬜ True ⬜ False: Management emphasizes efficiency and effectiveness in day-to-day operations.
3. ⬜ True ⬜ False: Leadership typically operates with a shorter-term perspective and focuses on immediate goals.
4. ⬜ True ⬜ False: Managers are often responsible for fostering a culture of adaptability and inspiring innovation.
5. ⬜ True ⬜ False: Leadership is associated with initiating and managing change, while management focuses on maintaining stability during change processes.
Check
Answers:
False
True
False
False
True
1. How does leadership differ from management in terms of their focus and purpose, as mentioned in the text?
2. What are the key differences in the approach to people between leadership and management, as explained in the text?
3. According to the text, what distinguishes leadership from management in terms of their time horizon and decision-making roles?
4. What roles do leaders and managers typically play in times of change, and how do they differ in their approaches, as outlined in the text?
5. The text mentions that effective organizations often require both strong leadership and management. Can you explain why this is the case and provide an example that illustrates this concept?
Possible answers
1. Leadership focuses on setting a vision and motivating people, while management emphasizes planning and efficiency.
2. Leadership values people development and collaboration, while management focuses on tasks and processes.
3. Leadership has a long-term perspective and makes strategic decisions, whereas management has a short-term focus and makes operational decisions.
4. In times of change, leaders guide and inspire innovation, while managers maintain stability.
5. Effective organizations need both leadership to inspire a vision and management to ensure efficient execution, as seen in successful product launches.
___________
1. Leadership differs from management in terms of focus and purpose by primarily focusing on setting a vision, inspiring and motivating people, and driving change. It involves guiding individuals and groups toward a common goal, often through a shared sense of purpose, whereas management is primarily focused on planning, organizing, and controlling processes, resources, and tasks to achieve specific objectives and goals, emphasizing efficiency and effectiveness in day-to-day operations.
2. The key differences in the approach to people between leadership and management, as explained in the text, include the fact that leadership places a strong emphasis on people and their development. Leaders often lead by example, foster innovation, and create a culture of trust and collaboration. They seek to empower and inspire their teams. In contrast, management tends to focus more on tasks and processes. Managers ensure that work is organized, resources are allocated efficiently, and processes are followed. They often take a directive and authoritative role.
3. According to the text, leadership differs from management in terms of their time horizon as leadership often has a longer-term perspective and is future-oriented. Leaders think strategically and are willing to take risks to achieve long-term goals. Management, on the other hand, typically operates with a shorter-term perspective, focusing on meeting immediate goals and solving day-to-day operational challenges. In terms of decision-making roles, leadership involves making strategic and high-level decisions that shape the organization's direction based on a vision, values, and a sense of purpose, while management involves making operational and tactical decisions, relying on data, established processes, and best practices to keep the organization running smoothly.
4. In times of change, leaders are often associated with initiating and managing change. They are responsible for guiding people through transitions, fostering a culture of adaptability, and inspiring innovation. Management, while involved in implementing change, typically focuses on maintaining stability and minimizing disruptions during the change process. Managers ensure that day-to-day operations continue efficiently.
5. Effective organizations often require both strong leadership and management because they complement each other. Leaders set the vision and inspire people to achieve it, while managers ensure that the necessary processes and resources are in place to execute the vision. An example of this concept can be seen in a successful product launch in a technology company. The leader sets the vision for the innovative product and inspires the team to create it. Managers then ensure the project is executed efficiently by organizing resources, setting timelines, and maintaining quality control, resulting in a successful product launch.
Cloze activity
Cloze activity
Based on the reading passage complete the gaps.
______ and ______ are two distinct but closely related concepts in the realm of organizational and group dynamics. Here are five main ______ between ______ and ______:
Focus and ______:
Leadership is primarily focused on setting a ______, inspiring and motivating people, and driving ______. It involves guiding individuals and groups towards a common goal, often through a shared sense of ______.
Management, on the other hand, is primarily focused on ______, organizing, and controlling processes, resources, and tasks to achieve specific objectives and goals. It emphasizes efficiency and ______ in day-to-day operations.
Listen again and check your answers
Fill in the blanks with the missing words: (1) Leadership, (2) Management, (3) differences, (4) leadership, (5) management, (6) Purpose, (7) vision, (8) change, (9) trust, (10) planning, (11) effectiveness.
CONVERSATION Strategic Proposal
CONVERSATION Strategic Proposal
Listen and practice.
A: Could you give an example of a situation where an organization's excessive emphasis on planning hindered their ability to develop a real, effective strategy?
B: Absolutely, a classic example comes to mind. There was a tech company that got so absorbed in creating detailed annual plans, with specific revenue targets and product development schedules, that they missed the larger market trends. They were excellent at executing the plan, but it didn't align with the rapidly changing industry landscape.
A: I think it's important to distinguish between strategic planning, which often involves setting detailed goals and budgets, and true strategy, which should focus more on the big picture and long-term direction of an organization.
B: You're absolutely right. True strategy should be about the organization's purpose, its unique value proposition, and how it plans to stay relevant in the long term. Detailed planning can help achieve short-term goals, but it may not necessarily address these fundamental questions.
A: How do you believe organizations can effectively shift from traditional planning to a more strategic mindset, and what obstacles might they encounter in this process?
B: Shifting to a more strategic mindset involves a cultural change within the organization. It starts with leadership setting a clear vision and promoting a culture of innovation and adaptation. However, obstacles can include resistance to change, fear of uncertainty, and the need for new skill sets among employees.
A: What are some key indicators or characteristics that help us recognize when an organization is falling into the 'planning trap' and needs to reevaluate its approach to strategy?
B: A common indicator is when an organization becomes too focused on meeting short-term targets at the expense of its long-term vision. Another sign is when it becomes rigid and slow to adapt to changes in the market. If the organization's strategy feels like a checklist rather than a guiding vision, it's likely time for a reevaluation.
Reflect and Apply
Understanding Leadership and Management
Reflect and Apply
Understanding Leadership and Management
This exercise aims to help you internalize and apply the concepts of leadership and management to your own experiences, preparing you to effectively navigate various roles and situations in the future.
1. Reflection
Take a moment to think about your own experiences, whether in school, work, or your personal life. Can you recall a situation where you had to take on a leadership role? What was the context, and how did you approach it? (Feel free to write down your thoughts.)
2. Reflection
Now, consider a situation where you had to take on a management role. What tasks or responsibilities were involved? How did you organize, control, or plan to achieve specific goals? (Note your thoughts.)
3. Application
Based on what you've learned about leadership and management from the passage, think about a current or future situation where you might need to lead a group or manage a project. For each scenario, answer the following questions:
a. What is the primary focus and purpose of your role in this situation?
b. How will you approach working with people in the context of leadership or management?
c. Are you thinking in the short-term or long-term regarding your goals and objectives?
d. What types of decisions will you need to make as a leader or manager?
e. How will your role relate to change and stability in the given situation?
4. Goal Setting
Based on your reflections and applications, set at least one specific, actionable goal for yourself in each scenario. These goals should outline how you will apply the principles of leadership and management in your upcoming experiences.
5. Discussion
If you are in a group setting, share your reflections and application with your peers. Discuss the differences and similarities in your approaches to leadership and management, and provide feedback and insights to each other.
6. Follow-Up
After a period of time (e.g., a few weeks), revisit your goals and experiences.
Were you able to apply leadership and management effectively?
What worked, and what challenges did you face?
Share your reflections with your group or class.
Watch Plan vs. strategies
Watch Plan vs. strategies
Before watching
What is a strategy?
What is a strategy?
Why do leaders so often focus on planning?
How do I avoid the "planning trap?
Watch the two minutes of the video and pause.
What is a strategy?
Compare your answers.
Now play the video. Feel free to take notes.
Why do leaders so often focus on planning? 2:08
How do I avoid the "planning trap? 6:33
Compare your answers
Watch again
Cloze activity
Fill in the blanks with the missing words:
A comprehensive _________ —with goals, initiatives, and budgets–is comforting. But starting with a plan is a terrible way to make ________.
Roger Martin, former dean of the Rotman School of Management at the University of Toronto and one of the world’s leading thinkers on ________, says developing strategy means going outside an organization’s comfort zone and escaping the common traps of ________.
Most _________ planning has nothing to do with strategy.
So what is a ________?
Why do leaders so often focus on _________?
Let's see a real-world example of ________ beating planning.
How do I avoid the "_________ trap"?
DISCUSSION Strategic Proposal
DISCUSSION Strategic Proposal
1. Differentiating Planning and Strategy
1. Differentiating Planning and Strategy
- Discuss the differences between strategic planning and true strategy.
- Share examples of how organizations may prioritize planning over strategy.
2. Escaping the "Planning Trap
2. Escaping the "Planning Trap
- Identify challenges in breaking free from traditional planning.
- Brainstorm strategies to shift towards a more strategic mindset within organizations.
"Could you give an example of a situation where an organization's excessive emphasis on planning hindered their ability to develop a real, effective strategy?"
"I think it's important to distinguish between strategic planning, which often involves setting detailed goals and budgets, and true strategy, which should focus more on the big picture and long-term direction of an organization."
"How do you believe organizations can effectively shift from traditional planning to a more strategic mindset, and what obstacles might they encounter in this process?"
"What are some key indicators or characteristics that help us recognize when an organization is falling into the 'planning trap' and needs to reevaluate its approach to strategy?"
WRITING Strategic Consultancy
WRITING Strategic Consultancy
Imagine you are a strategic consultant working with a well-established organization that is experiencing challenges in differentiating between strategic planning and true strategy. You have read Roger Martin's article, "A Plan is Not a Strategy," and you want to help the organization redefine its strategic approach. Write a strategic proposal to the organization's leadership team.
In your proposal, address the following points.
1. Begin with a brief summary of the key concepts from Roger Martin's article, emphasizing the difference between strategic planning and true strategy.
2. Analyze the organization's current approach to planning and strategy. Highlight any areas where planning may be hindering strategic thinking.
3. Provide specific recommendations for the organization to escape the "planning trap" and transition to a more strategic mindset.
4. Explain the potential benefits and outcomes of adopting a strategic mindset, including how it can positively impact the organization's long-term success and competitiveness.
5. Offer a practical action plan, including steps, milestones, and responsible parties, to implement the proposed changes within the organization.
6. Conclude with a persuasive argument for why the organization should embrace these recommendations and transform its approach to strategy.
Your proposal should be well-structured, clear, and persuasive, making a compelling case for the organization to embrace a more strategic perspective based on the principles discussed in Roger Martin's article.
Writing Strategic Proposal task sample
Writing Task: Strategic Proposal
Dear [Organization's Leadership Team],
I am writing to propose a strategic shift that will transform our approach to planning and strategy, based on the insights from Roger Martin's article, "A Plan is Not a Strategy." This proposal aims to help us differentiate between strategic planning and true strategy, ultimately leading to enhanced long-term success and competitiveness.
Summary of Key Concepts:
In his article, Roger Martin underscores the critical distinction between strategic planning and true strategy. While planning often focuses on detailed goals and budgets, true strategy revolves around a broader, long-term vision and direction. It involves thinking beyond short-term objectives.
Current Approach Analysis:
Our organization, like many others, has primarily concentrated on strategic planning. While planning is essential, it has at times overshadowed our ability to develop a comprehensive and forward-thinking strategy. This has led to challenges in adapting to changing circumstances and seizing new opportunities.
Recommendations:
To escape the "planning trap" and foster a more strategic mindset, I propose the following:
1. Shift in Mindset: Encourage our teams to shift their focus from short-term objectives to the broader vision of the organization. This involves thinking about where we want to be in the future.
2. Scenario Planning: Integrate scenario planning into our strategy development process. This approach helps us anticipate and prepare for various future scenarios.
3. Innovation and Experimentation: Embrace a culture of innovation and experimentation, encouraging teams to explore new approaches and ideas without fear of failure.
Benefits and Outcomes:
By adopting a more strategic mindset, we can better position ourselves for long-term success. It allows us to be more adaptable and responsive to changing market dynamics and customer needs, ultimately enhancing our competitiveness.
Action Plan:
To implement these recommendations, we propose the following:
1. Conduct workshops and training sessions to educate teams on the difference between planning and strategy.
2. Introduce scenario planning as a part of our annual strategic planning process.
3. Establish innovation teams and allocate resources for experimental projects.
Conclusion:
In conclusion, embracing a more strategic mindset is a pivotal step for our organization's continued success. The ability to differentiate between planning and strategy will allow us to navigate future challenges with agility and seize new opportunities effectively.
We strongly believe that these changes will set the stage for our organization to thrive in a rapidly evolving business landscape.
Sincerely,
[Your Name]
[Your Title]
[Date]
---
This sample proposal follows the pattern of the writing task and addresses the key components, including summarizing the article, analyzing the current approach, providing recommendations, explaining benefits, offering an action plan, and concluding with a persuasive argument. Learners can use this as a template to craft their own proposals based on the provided reading passage.
Management skills are typically categorized into three levels within an organization:
1. Top-Level Management Skills (Strategic Skills)
Attributes: These managers are responsible for setting the overall direction and strategic vision of the organization. Their skills involve long-term planning, decision-making, and a deep understanding of the industry and market trends.
Key Skills: Strategic thinking, leadership, innovation, vision, risk management, and adaptability.
2. Middle-Level Management Skills (Tactical Skills):
Attributes: Middle managers bridge the gap between top-level and front-line management. They focus on implementing the strategies and plans developed by top management while overseeing day-to-day operations.
Key Skills: Team leadership, project management, budgeting, communication, problem-solving, and change management.
3. Front-Line Management Skills (Operational Skills):
Attributes: These managers are directly responsible for the execution of day-to-day tasks and activities. They ensure that the organization's operational goals are met efficiently.
Key Skills: Supervision, time management, delegation, technical expertise, performance evaluation, and conflict resolution.
Each level of management requires a distinct set of skills and attributes to effectively carry out its responsibilities. While top-level management focuses on big-picture strategies, middle-level management ensures tactical execution, and front-line management concentrates on operational efficiency. Successful managers often possess a combination of these skills to navigate their specific roles and contribute to the organization's success.
Leadership skills can be categorized into different levels, each with its specific attributes.
1. Individual Leadership (Personal Leadership)
Attributes: These skills pertain to self-leadership and personal effectiveness. Individual leaders set an example for others through their behavior and character.
Key Skills: Self-awareness, self-regulation, integrity, resilience, emotional intelligence, and adaptability.
2. Team Leadership (Interpersonal Leadership):
Attributes: Team leaders are responsible for guiding and motivating a group of individuals toward common goals. Their focus is on effective collaboration and communication.
Key Skills: Communication, teamwork, conflict resolution, active listening, motivation, and building trust.
3. Organizational Leadership (Strategic Leadership):
Attributes: Organizational leaders provide direction and vision for the entire organization. They make high-level decisions and ensure alignment with the organization's mission and strategy.
Key Skills: Strategic thinking, decision-making, vision setting, change management, innovation, and delegation.
Each level of leadership requires a unique set of skills and attributes. Effective leaders often possess a combination of these skills to excel in their roles. They need to be adept at personal leadership to model the behavior they want to see in their teams, skilled in interpersonal leadership to lead teams effectively, and proficient in strategic leadership to set the organization's course and navigate its challenges.
Levels of management skills
Levels of management skills
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