1. What is the significance of leadership and management development?

Leadership development is one of the most important types of development investments an

organization can make. Despite the collective skills and expertise of the wider employee base,
poor leadership can result in mismanagement of resources, strategic misalignment, and a host
of other organizational maladies that undermine a firm’s performance. In nearly all cases,
leadership training endeavors accomplish two objectives: to provide leaders and managers
with the tools to influence others, and to help them appropriately cultivate and exercise their
power to influence and affect change..
The significance of leadership are:
 Motivating and inspiring people through empowerment, looking at how to satisfy unmet
needs, and energizing people.
 With relation to people – aligns people, communicates goals, builds teams, looks for
commitment.
 Establishes a direction – looks at the big picture, clarifies the situation, creates a vision and
determines strategies.
 Seeks change and movement

While the significance of management development are:

 During planning and budgeting –establishes agendas, sets timetables and allocates resources.
 With relation to staffing – provides structure, job placements and defines rules and processes.
 Focuses on control and the solving of issues by taking actions to correct issues, creating
solutions and defining incentives to reward good work.

2. What is the impact of leadership development?

Leadership development remains a top priority for many organisations1 and represents a sizeable
industry. The impact of leadership development is the cumulative impact of an individual’s attempts
to influence the beliefs, attitudes, or behavior of others. Leadership in this sense encapsulates
attempts to influence up, down and across the organization, ultimately impacting business results by
driving behavior change. Further, power in an organization can be conceptualized as the potential
to influence others. Whether power is formally granted to an individual by an organization, or
informally earned over time through workplace interactions, the ability to change or direct others’
behavior is an invaluable attribute for leaders in an organization to possess.

8. What does intelligence have to do with leadership?

“Never mistake knowledge for wisdom. One helps you make a living; the other helps you
make a life.” (Sandra Carey)

We perceive ourselves to live in a knowledge society which requires us to acquire knowledge

in order to be able to solve the problems ahead of us. We learn how and when to use which tools
and how to apply them to given problems. Wisdom as a “deeper understanding of reality” needs to
go beyond a “technical knowledge” of how things work or of how people interact. Our attempt to
answer the questions of “why” and “what for” through wisely applying intelligence calls for openness
to and discovery of yet another dimension. Intelligence accept the limitations and fallibility of our
knowledge and avoid being too confident in our knowledge without becoming overly cautious and
concerned with our ignorance. They help us keep a “balance between knowing and doubting”.

Leaders must understand why things work to be able to adapt practices to situations. This capacity to
discover and contemplate the know-why (“spiritual intelligence” and wisdom) will empower the
leader to synthetically “break up” frameworks and references that are no longer of value. Thus,
spiritually intelligent managers will be able to lead the way to creating and implementing new visions
by transcending traditional frameworks and by finding new meaning for activities, projects and
programs on any level.
 12. Discuss the 7 types of Power

a. Coercive power is associated with people who are in a position to punish others. People fear
the consequences of not doing what has been asked of them. Often when we think of
individuals who are on the proverbial “power trip”, we think of coercive power.
There are some advantages to coercive power. For example, situations where there’s a crisis
or danger might call for someone to exert their influence in a forceful way for the safety of the
team. So when there’s a potentially harmful condition, coercive power might be exactly
what’s needed.
The number of emergency situations that justify the use of coercive power are probably
limited. It’s important to remember that there’s a price to using coercive power. If used at
inappropriate times or too often, it could prompt a backlash from employees. None of us likes
to be forced into doing things. And, if someone feels they’ve been pressured into doing
something, it could create resentment or distrust.

Connection power is based upon who you know. The person with connection power knows and has
the ear of other powerful people within the organization. As a consequence of that connection, the
leader is seen as being able to get things done or use the power of their connections.
Imagine the administrative assistant to the chief executive officer. Part of the administrative
assistant’s role is to manage the number of requests made to the chief executive. If a person wanted
to see the CEO, it might be helpful to know (and have a positive relationship) with the administrative
assistant. Or think of the times when you get a call from a stranger who says, “I got your name and
number from INSERT NAME OF YOUR BEST FRIEND HERE.” If my best friend thinks I should connect with
this person, I pay attention. Connection power is talked about frequently in the context of social
media. Not only in terms of how many connections a person has but whether or not their connections
have value.

Expert power comes from a person’s expertise (duh!). This is commonly a person with an acclaimed
skill or accomplishment. Leaders who are high in expert power are able to influence others because
of their acknowledged skill or experience in a particular area or subject.
Keep in mind the term expert doesn’t have to mean Albert Einstein or a Nobel Prize Winner. For
example, I know a person who used to book speakers for big conferences. Whenever I have question
about speaking at conferences, I call her. She’s my expert, my Albert Einstein, my Nobel Winner. She
has expertise and knowledge I don’t have.

Information power is based on information not previously available to others. Leaders who are high
in information power can influence others because they possess or have access to information others
perceive as valuable or important. I’m totally convinced this is where the “knowledge is power”
cliché
comes from. It references people who withhold information to make themselves more powerful or
influential. But in today’s world, information is everywhere. In fact, some would argue there’s
information overload.
So access to information isn’t the obstacle it once was. It’s finding exactly the right information at the
moment you need it. Curation is the term being used to describe finding the precise information at
the exact moment. Knowing what information is necessary, how to gather it and most importantly,
the proper way to interpret it is an essential skill in today’s workplace. People who can curate
information are and will be in demand.

Legitimate power comes from the position a person holds. This is related to a person’s title and job
responsibilities. You might also hear this referred to as positional power. Simply put, managers have
more power than supervisors, directors more than managers and vice presidents more than all of
them.
For example, in some department stores if you try to return an item without a receipt, it must be
approved by a manager. It’s a responsibility granted to someone because of their job title. Others in
the organization are very capable of making the same decision. But they do not have the positional
power to authorize the refund. You might also see this when it comes to what positions in an
organization can sign checks or authorize expenditures.

Referent power. There are people we know, regardless of their position, who are able to ask for things
and get them because they are popular and well-liked. They have strong interpersonal skills and use
them to build teams. It’s important to understand who these people are in the organization.
As much as we want to say, “Work isn’t a popularity contest.”, there are times when it can feel that
way.
As a human resources pro, I’ve had employees complain about managers playing favorites with
popular employees. Each of us as individuals wants to be liked and viewed as being friendly.

Reward power is based upon a person’s ability to bestow rewards. Those rewards might come in the
form of job assignments, schedules, pay or benefits. The manager who makes the schedule and can
give an employee a holiday off. Or the purchasing supervisor who gets sample products and gives
them away to co-workers. These are examples of individuals who have the ability to bestow gifts.

13. What are the influencing tactics? Discuss.

The effective leader needs as many influence tactics at her or his disposal as possible.
1. Pressure
Seeks influence through demands, threats or intimidation to convince others to comply with a
request or to support a proposal.
2. Assertiveness
Seeks influence through includes repeatedly making requests, setting timelines for project completion
or expressing anger toward individuals who do not meet expectations.
3. Legitimating
Seeks influence through persuading others that the request is something they should comply with
given their situation or position.
4. Coalition
Seeks influence through the aid of others to persuade them to do something or uses the support of
others as an argument for them to agree.
5. Exchange
Seeks influence through making explicit or implicit a promise that others will receive rewards or
tangible benefits if they comply with a request or reminds others of a favor that should be
reciprocated.
6. Upward Appeals
Seeks influence through the approval/acceptance of those in higher positions within the organization
prior to making a request of someone.
7. Ingratiating
Seeks influence through getting others in a good mood or to think favorably of them before asking
them to do something.
8. Rational Persuasion
Seeks influence through logical arguments and factual evidence to persuade others that a proposal
or request is viable and likely to result in task objectives.
9. Personal Appeals
Seeks influence through others’ compliance to their request by asking a “special favor for them,” or
relying on interpersonal relationships to influence their behavior.
10. Inspirational Appeals
Seeks influence through making an emotional request or proposal that arouses enthusiasm by
appealing to other’s values and ideals, or by increasing their confidence that they can succeed.
11. Consultation
Seeks influence through involving others’ participation in making a decision or planning how to
implement a proposed policy, strategy or change.
While all eleven tactics will need to be draw upon depending on the situation at hand, the influence
tactics occurring later on the list above are more effective at influencing others long-term.

14. How do you know when you are in conflict?

The word “conflict” comes from the Latin word conflictus, which means collision or clash.
Nevertheless, considerable disagreement exists over how to define conflict.

You are in conflict when these are present.

 struggle between opponents over values and claims to scarce status, power and resources,
 bargaining situations in which the ability of one participant to achieve his ends is dependent
on the choices or decisions that the other participant makes
 a dynamic process in which structure, attitudes and behaviors are constantly changing and
influencing one another
 one party is interfering, disrupting, obstructing, or in some other way making another party’s
actions less effective
 two or more parties attempt to frustrate the attainment of the other’s goals.
  perceived divergence of interest, or a belief that the parties’ current aspirations cannot be
achieved simultaneously
 communicative interactions amongst people who are interdependent and who perceive that
their interests are incompatible, inconsistent or intension

15. Why doesn’t criticism work?

“ The role of leadership certainly has many rewards – generally earned through hard work, the
support of followers and tenacity. The role also has, inevitably, some serious downsides. The
intensity of these downsides very often prompts persons not to accept the mantle of
leadership.”

When leading, you are often expecting people to change. Change is threatening, so people are
often deeply upset by the journey you are leading them on and take it out on you. Leading is lonely,
for often you are on point and therefore in the sights of every arrow that is launched. Also, followers
have each other. You often have no fellow companions. Since leadership stems from deep within, it
is you on the line. Hence, when you are criticized, it is you and your values that are attacked – and
that hurts. There are times when you will profoundly fail when leading. This failure is generally very
public and absorbing the criticism and forging ahead takes deep-seated confidence. If that isn’t
there, depression is just around the corner.

Leadership most often means taking the heat for screw-ups and sharing the glory when things work.
That can often seem rather unfair and can cause one to feel unappreciated. Often when leading
you must make hard, strategic decisions that often result in hurting others – their positions no longer
exist.

18. What is charismatic behavior? And its limitation.

“Leadership” is a term that has numerous definitions and connotations. A leader may be
defined by who he or she is (the personal) and by the responsibilities, obligations, and tasks he or she
is charged with (the position). Leaders’ authority can be great or limited and their legitimacy can rest
on moral, rational, or practical foundations. Social psychologists distinguish between “affective” and
“instrumental” leadership. “Affective” refers to maintaining a group and good relations among
members, while “instrumental” deals with advancing a group in the performance of a common
objective or task. Depending on the nature of the organization, leaders can be labeled as affective,
instrumental, or both. Leadership can be further classified as “transactional” such as opinion, group,
party, legislative, or executive leadership or “transforming” like that of reform, revolutionary, heroic, or
ideological leadership.
One particular kind of leadership is “charismatic leadership.” Like leadership in general,
charismatic leadership has a wide range of definitions, especially since “charisma” has varied
meanings in different cultural and temporal settings. Setting aside normative judgments about
whether a leader is good or bad, just or not, and moral or immoral, one might say that there is
something about certain leaders that make them unique and exceptional. This “something” has
been the subject of serious intellectual debates and Max Weber paved much of the way in terms of
identifying this special something as “charisma.” His theories laid important groundwork for how we
might think about and understand charismatic leadership.

Charisma is often a powerful trait in motivating staff and gaining the support of both
employees and the public. While a charismatic leader is able to exert his influence to produce
positive results for the company, potential drawbacks exist when using the charismatic leadership
style. Understand those disadvantages to use charismatic leadership in a positive way.

Reliance on Leader
The charismatic leader wins over the employees of the company with his motivational leadership
style. While employees may find inspiration in this type of leadership, they may also rely too heavily on
the person in charge. The employees begin associating the success of the company solely with the
leader. They may fail to see that all employees are a valuable part of making the company a
success. This saddles the leader with a huge responsibility for both keeping the company running and
motivating the staff.

Perception
While many charismatic leaders are able to win over the employees, those who take on the role for
self-serving reasons may fail to get all employees to buy into their intentions. Charisma alone is not
enough to make a quality leader for a company. The leader must have the best intentions of the
company at heart and have other leadership qualities to back up the charisma. Employees are
often able to pick up on the fact that a charismatic leader only cares about his own success or lacks
the knowledge to actually run the company.

Lack of Clarity
A charismatic leader sometimes gets so caught up in his control that he is unable to clearly see
potential dangers with the company. The confidence he has in his abilities makes him feel that the
company's success will continue indefinitely. If he doesn't have any other management personnel on
the same level with the same information, he may potentially miss a threat to the company's financial
welfare.

Lack of Successors and Visionaries

A charismatic leader often retains the majority of the control in the office because he believes in
himself so much. He may have difficulty turning over control to others because he enjoys having the
control or doesn't feel anyone else is able to handle the duties like he can. This type of situation
potentially leaves the company without any knowledgeable successors should the charismatic
leader leave the company. Without giving others the authority and freedom to take some of the
control, the company's vision for the future is limited to the ideas of the leader. This type of
environment may also squash some of the creative problem solving from other employees in the
company, particularly if any ideas presented are pushed aside by the leader.

19.Describe four keys of transformational leadership

The optimal profile is characterized by the presence of certain qualities of transformational

leadership. They are the leaders' qualities contained in appropriate transformational abilities of
leaders and in certain attributes which are assumptions for the use of leaders' skills and for successful
performance of leader jobs. Their classification of skills of transformational leaders is known as "Four I's"
and includes the following skills: − idealized influence, − inspirational motivation, − intellectual
stimulation, − individualized consideration.

 Idealized influence represents the ability of building confidence in the leader and
appreciating the leader by his followers, which forms the basis for accepting radical change in
organization. Without such confidence in the leader, that is, in his motives and aimes, an
attempt to redirect the organization may cause great resistance. You can "lead" people if you
make them ready to follow you. If you perform your job well, it is for certain that others
(potential followers) will appreciate you and people will believe you. In other words, you will
become a leader who possesses idealized influence and who represents "The Roles Model" to
his followers. The followers, namely, try to imitate the leaders with idealized influence. Hence,
the greatest success of leader who riched a high level of confidence and appreciation with
his followers is that his followers begin to imitate him. Thus, his effort to conduct radical change
the organization encounters confirm and support with the employees. The leaders with
idealized influence are honored, appreciated, they are trusted, the followers admire them,
and they identify with them and try to imitate them. Such leaders, which represent the model
roles to their followers, do "the right things", demonstrating high moral and ethical behaviour.
They do not use their position and leaders' abilities to achieve personal interests, but they
direct them to use the potentials of their followers and to achieve the aims of organizations.

 Inspirational motivation is the ability of transformational leadership, which qualifies a leader as

a figure, which inspires and motivates the followers to appropriate behaviour. In the
conditions when transformational change is being conducted in an organization, the leader
has the task of clear and continuous stimulating others to follow a new idea. Transformational
leaders should, therefore, behave in such a way, which motivates and inspires followers. Such
behaviour includes implicitly showing enthusiasm and optimism of followers, stimulating team
work, pointing out positive results, advantages, emphasizing aims, stimulating followers, etc.

 Intellectual stimulation, as ability of transformational leaders, has an important role in the

transformation process of organization. Transformational leaders stimulate the efforts of their
followers as regards innovativeness and creativity, stimulate permanent reexamination of the
existent assumptions, stimulate change in the way of thinking about problems, plead the use
of analogy and metaphor, etc. Thus, it may appear the possibility to get new and creative
ideas for solving problems from the followers. If the ideas and the solutions of problems
 suggested by followers differ from the ideas represented by leaders, the followers are not
criticized, nor the leaders' ideas are imposed at any cost.

 Individualized consideration, as a feature of a transformational leader, is reduced to the

ability of individual analysis of followers. Namely, inclusion of followers into the transformation
process of an organization implies the need to diagnose their wishes, needs, values and
abilities in the right way. An activity like this tends to preserve, in the beginning acquired, the
high level of interest of followers in action which a leaders leads and the high level of their
trust in the leader. So, besides a global picture, a transformational leader must know what
motivates any of his followers individually. Human wishes and needs are different. Some want
certainty, some want excitement and Transformational Leadership - The Key to Successful
Management of Transformational Organizational Changes 53 change; some prefer money,
and some free time. Its upon the leader to "eaves drop", observes, analyzes and predicts the
needs and wishes of his followers. In this, it is important that followers don't feel they are an
object of observation. The leader, who is aware of the difference in needs and wishes of
people, has an opportunity to use all those different demands in the right way. By their
behaviour, transformational leaders demonstrate acceptance of individual differences and
assign the tasks in accordance with their personal affinities.