Delegation and control within clearly defined boundaries managers give

Delegation and control within clearly defined

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Delegation and control within clearly defined boundaries  managers give  framework and employees fill it in Personal risk taking, growth and change  create opportunities for people to take  initiative, trusting that they will grow, develop and perform People should want to get involved and feel able to make a difference Empower by creating space where employees can step in 8.2: The Basics: Leadership in Action You need an honest knowledge of your strengths and limitations in order to lead others It is important to:
1. Build on your natural leadership inclinations 2. Learn what will motivate followers 3. Recognize and build on the contributions of others 4. Excel on the leadership triangle: People, Vision and Execution 5. Align your style with organizational needs and challenges 6. Remember the importance of focus 8.3: The Importance of Leadership Modern observers of organizations are often dismissive of leadership. The belittling of leadership represents a reaction to overemphasis on leadership in the past. As if in response to the hero worship of yesteryear, writers today often “deconstruct” the famous of past generations. Deconstruction in this context means critically reanalyzing the lives and achievements of history’s leaders and other important figures. Despite the distaste of some, leadership remains one of the most important subjects in the study of organizations. An understanding of leadership and the criteria which leaders should be judged is important for everyone involved in an organization: the leaders themselves, members of the organization who are not leaders, and outsiders who depend on the organization’s performance, such as government agency clients and corporate stockholders. Leadership is clearly important to organizations. People in leadership roles carry out functions that are indispensable. People value liberty, yet realize that collective activity requires leadership. Who leaders are Leadership occurs in many forms, but ultimately boils down to two capabilities: (1) selecting among alternative courses of actions, and (2) bringing and keeping other people on board. - Formal Leadership People in positions of formal leadership have authority over others. Administrators oversee operations whose objectives and methods are determined by others. But they make few, if any, decisions about the operation as a whole. Managers spend a significant portion of their time supervising and evaluating the work of others and monitoring income and expenditures. Unlike the responsibilities of administrators, those of managers include decision making, direction setting, and ensuring acceptable outcomes. Executives are usually thought to include division managers, vice presidents, presidents, and their aides (high rank and prestige)
Informal Leadership Task leaders help assign tasks, set production goals, and determine the pace of work.

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