Untitled ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG ĐẠI HỌC KINH TẾ BÀI TẬP LỚN HỌC PHẦN LEADERSHIP Giảng viên hướng dẫn TS Nguyễn Phương Mai Sinh viên thực hiện Lã Thị Nhung MSV 19051551 Lớp QH 2019 E QTKD CLC3[.]
lOMoARcPSD|22119216 ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG ĐẠI HỌC KINH TẾ BÀI TẬP LỚN HỌC PHẦN: LEADERSHIP Giảng viên hướng dẫn: TS Nguyễn Phương Mai Sinh viên thực : Lã Thị Nhung MSV : 19051551 Lớp : QH-2019-E QTKD CLC3 Mã học phần : BSA2025-E* Hà nội, 12/2021 Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 QUESTION 1: What is power? Is power good or bad in an organization? How should a leader use their power? Give at least 03 arguments to justify your viewpoint Support your viewpoint with real examples 1.1 What is power? Power is the ability to influence individual or collective decisions Barely For example, a person holding power can force an employee under him to guarantee the general progress of the work, whether he himself wants it or not The most important aspect of power is dependence One's dependence on the greater the other, the more power the second has over the first the stronger A person can have power over another only when one person controls what the other wants John French and Raven distinguish types of power: coerce, reward, the legitimacy, expert, and referent power Coerce power This form of power is based upon the idea of coercion This means that someone is forced to something against their will The main objective of coercion is compliance This form of power illustrates what happens when compliance is not obtained This form of power often leads to problems In many cases this form of power is abused Coercive power can lead to unhealthy behaviour and dissatisfaction at work Leaders who use this leadership style rely on threats in their management styles Often these threats relate to dismissal or demotion Rewward power The opposite of compel is reward power Those who can reward others, give others something of value, will have power over them This reward is anything that others deem of value In the context of an organization, a reward can be money or an appreciation of performance, a promotion, a move to a more suitable job position Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 Legitimacy power Legitimate power comes from having a position of power in an organization, such as being the boss or a key member of a leadership team This power comes when employees in the organization recognize the authority of the individual For example, the CEO who determines the overall direction of the company and the resource needs of the company Referent power This form of power is about management based on the ability to administer to someone a sense of personal acceptance or approval The leader in this form of power is often seen as a role model Their power is often treated with admiration or charm This power emanates from a person that is highly liked and people identify strongly with them in some way A leader who has referent power often has a good appreciation of their environment and therefore tends to have a lot of influence Responsibility in this form of power is heavy and one can easily lose oneself in this In combination with other forms of power, it can be very useful Celebrities often have this form of power in society, but also lose a lot of power because of certain circumstances Expert Power This form of power is based on in-depth information, knowledge or expertise These leaders are often highly intelligent and they trust in their power to fulfil several organizational roles and responsibilities This ability enables them to combine the power of reward in the right mode The fact is that if someone has a particular expertise within an organization, they can often persuade employees, who trust and respect them, to things for them This expertise is greatly appreciated and forms the basis of this type of leadership 1.2 Is power good or bad in an organization Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 Power has positive and negative effect in an organization Leader feel have responsible when they have power A heightened sense of responsible can also keep power in check of leader According to a study published in the journal Social Psychological and Personality Science, making people feel powerful increased their clarity and compassion when they had to lay off an employee in a hypothetical situation, but only when they knew they had to explain their layoff strategy to others The good side of power is that the head of leadership is interested in the success and constantly growing and developing the company, Powerful CEOs can align an entire organization to move together to achieve goals Leaders will use personal power to empower their employees to participate in projects This makes it possible for leaders to discover talents as well as promote the capacity and independent working spirit of employees Professor Scholl said “when they start with the sense that they belong to the group, greater power tends to make them more concerned about their effects on others If you can find common ground, she said, “you think in terms of ‘we’ rather than ‘I.’” For example, Leaders use their power to empower employees at work The CEO of a regional library corporation understood the importance of empowering staff across the organisation to participate in transforming the organisation’s culture Acorporate strategic plan is completed extensive consultation with staff, although final decisions about its form and content had been made by the executive leadership team and the board The bad side of power is that some leaders use their power in authoritarian ways to enforce their decisions Sometimes, power gives leader fierce criticism For example, Leaders use their power to make rules that are forced to be followed by company employees without considering fairness factors such as: forcing people to keep quiet in meetings, not contributing opinions; lay off staff 1.3 How should a leader use their power Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 Use the power to drive change If a leader has power, the most productive use of that power is not to assert dominance or control, as this can erode team spirit and even culture over time The most beneficial application is to drive necessary organizational change Priority relationships Leverage your leadership power to forge connections with members of your company Therefore, connecting all members of the company will bring a source of positive energy, members understand each other better, work is carried out effectively Reward with words: Give positive feedback often Our experience with leaders across industries tells us that during the course of a typical working relationship, it takes a ratio of 4:1 (4 positives for every negative) for a receiver of feedback to believe that the feedback has been fair This does not mean that you have to give a team member positive pieces of feedback every time you have a negative message to deliver It does suggest that many of us have a long way to go in terms of acknowledging what our people are doing right QUESTION 2: Do you believe that time is an important situational factor to consider in selecting a leadership style for the situation? Give at least 02 arguments to justify your viewpoint Support your viewpoint with real examples There are four major leadership styles used by business owners Leadership styles affect the corporate culture and how well a leader can effectively get an employee to deliver results While most business leaders employ one leadership style as the dominant style, there are factors and situations where changing styles can improve results Learn what employees respond to and understand your primary style while learning to adapt as needed Several factors influence the four leadership styles of managers including the personality traits of the leader, how the leader was mentored, the employees' personalities, Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 and the type of task at hand in there, that time is an important situational factor to consider in selecting a leadership style for the situation “The most important factor in survival is neither intelligence nor strength but adaptability.” - Charles Darwin The situational theory of leadership suggests that no single leadership style is best Instead, it depends on which type of leadership and strategies are best-suited to the task According to this theory, the most effective leaders are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done Situational leadership theory is often referred to as the Hersey-Blanchard Situational Leadership Theory, after its developers, Dr Paul Hersey, author of "The Situational Leader," and Kenneth Blanchard, author of "One-Minute Manager Hersey and Blanchard suggested that there are four primary leadership styles: Telling (S1): In this leadership style, the leader tells people what to and how to it Selling (S2): This style involves more back-and-forth between leaders and followers Leaders "sell" their ideas and message to get group members to buy into the process Participating (S3): In this approach, the leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions Delegating (S4): This style is characterized by a less involved, hands-off approach to leadership Group members tend to make most of the decisions and take most of the responsibility for what happens For example, the company facing potential lock-down within the week – due to COVID-19 Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 In this situation, where a deadline has to be met within a week, a telling or coercive leadership style is appropriate The reason is that there is no time to discuss a palette of possibilities for change A democratic leadership style in this instance would be in dire risk of not meeting the one-week deadline Once the lock-down is a reality and all employees are working from home, then a selling leadership style is appropriate for those employees, who feel somewhat demotivated by the lock-down On the other hand, those who are eager to keep a high pace and moreover have the competencies to their work, need no telling or selling Then a participating or delegating style fits better the maturity level of employees Hersey and Blanchard's theory identifies four different levels of maturity, including: M1: Group members lack the knowledge, skills, and willingness to complete the task M2: Group members are willing and enthusiastic, but lack the ability M3: Group members have the skills and capability to complete the task, but are unwilling to take responsibility M4: Group members are highly skilled and willing to complete the task Leadership styles may be matched with maturity levels The Hersey-Blanchard model suggests that the following leadership styles are the most appropriate for these maturity levels: Low Maturity (M1) - Telling (S1) Medium Maturity (M2) - Selling (S2) Medium Maturity (M3) - Participating (S3) High Maturity (M4) - Delegating (S4) A more "telling" style may be necessary at the beginning of a project when followers lack the responsibility or knowledge to work on their own As subordinates become more experienced and knowledgeable, however, the leader may want to shift into a more delegating approach This situational model of leadership focuses on flexibility so Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 that leaders are able to adapt according to the needs of their followers and the demands of the situation The situational approach to leadership also avoids the pitfalls of the single-style approach by recognizing that there are many different ways of dealing with a problem and that leaders need to be able to assess a situation and the maturity levels of subordinates in order to determine what approach will be the most effective at any given moment Situational theories, therefore, give greater consideration to the complexity of dynamic social situations and the many individuals acting in different roles who will ultimately contribute to the outcome There are key contextual factors that leaders must be aware of when making an assessment of the situation: Consider the Relationship Leaders need to consider the relationship between the leaders and the members of the group Social and interpersonal factors can play a role in determining which approach is best For example, a group that lacks efficiency and productivity might benefit from a style that emphasizes order, rules, and clearly defined roles A productive group of highly skilled workers, on the other hand, might benefit from a more democratic style that allows group members to work independently and have input in organizational decisions Consider the Task The leader needs to consider the task itself Tasks can range from simple to complex, but the leader needs to have a clear idea of exactly what the task entails in order to determine if it has been successfully and competently accomplished For example, Amagazine editor must oversee the completion of a special anniversary issue with her team She’s not too worried because she’s collaborated with this same team on several similar projects She trusts in the team’s ability and is confident Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 the work will get done, and done beautifully With this in mind, the editor uses a “delegating” style of situational leadership throughout the project and knows she can assign tasks to each team member with little supervision Consider the Level of Authority The level of authority the leader has over group members should also be considered Some leaders have power conferred by the position itself, such as the capacity to fire, hire, reward, or reprimand subordinates Other leaders gain power through relationships with employees, often by gaining respect from them, offering support to them, and helping them feel included in the decision-making process Consider the Level of Maturity As the Hersey-Blanchard model suggests, leaders need to consider the level of maturity of each individual group member The maturity level is a measure of an individual's ability to complete a task, as well as his or her willingness to complete the task Assigning a job to a member who is willing but lacks the ability is a recipe for failure Being able to pinpoint each employee's level of maturity allows the leader to choose the best leadership approach to help employees accomplish their goals Adaptable Leaders Have Flexible Ways of Thinking For leaders, adaptability is about having ready access to different ways of thinking, enabling leaders to shift and experiment as things change Having an elastic cognitive approach allows leaders to use different thinking strategies and mental frameworks Deepening awareness and perspective help leaders to understand how they think, how their team thinks, and how their customers think Adaptable Leaders Plan Ahead Adaptable leaders understand that while an end goal and a vision are necessary, the path that takes them there needs to be flexible The practice of adaptive leadership means having multiple plans for reaching said goals Rather than getting stuck on one solution to Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 solve a problem, adaptable leaders have a contingency plan in place for when plan A doesn’t work Planning allows appropriate responses to the demands of the moment Adaptable Leaders Are Curious Curiosity helps to open the mind, enable growth, encourages new ideas, and is a fundamental principle of adaptive leadership Curiosity generates questions that wield problem-solving, leading to finding results Adaptable leaders use activities such as the following to help develop their curiosity: Ask questions/ listen/ observe: Seek first to understand, not to explain Leaders should wonder, explore, and consider before judging and deciding They understand the perspectives of others, and are willing to sit in ambiguity and be open and curious without being invested in the outcome Leaders develop the ability to uncover and check assumptions, values, and belief systems Be inquisitive: Leaders ask others their opinions, perspectives, and approaches Everyone does things a bit differently, and potential answers and solutions to problems can be hidden in the way other people think Think creatively: Leaders know how to develop a growth mindset and create space for innovation and continuous learning They create a safe environment for risktaking with new models and fast failures to accelerate learning Adaptability occurs through experimentation In my opinion, I believe that time is an important situational factor to consider in selecting a leadership style for the situation QUESTION 3: It is argued that “Leading by examples is most suitable in the Vietnamese context for effective leadership” Do you agree or disagree? Give at least 02 real examples to justify your viewpoint 10 Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 Philosopher, physician, and humanitarian Albert Schweitzer said “Example is not the main thing in influencing others; it is the only thing.” Leading by examples has a significant influence on others Andrew Golden, president of Princeton University Investment Company, described his former boss, Yale's chief investment officer, David Swensen, as a "leading by examples" who always ensured that new potential employees were fully supported in their development and were always ready for new and more challenging positions This strategy was taught to Golden and Swensen staff by watching Swensen use it "It's a great recruiting tool," says Golden In my opinion, I agree with argued that “Leading by examples is most suitable in the Vietnamese context for effective leadership” The important of leading by example suitable in the Vietnamese context Leading by example can increase trust and team engagement The people leader manage pay a lot of attention to what leader say - and what leader If what leader’re doing and saying are inconsistent, that inconsistency can lead to frustration and lack of trust But if leader can model the right example to team, they’ll be inspired to go along, too Boosts employee morale A great leader knows that their actions influence employee attitude, satisfaction, and performance When leaders lead by example, morale goes up This leads to greater company loyalty and higher productivity Builds trust and respect Someone who leads by example can expect to receive trust and respect from their team Superiors see them as someone who is capable of running a team, and employees see them as trusted mentors A trusted leader can also inspire teammates to respect and trust each other This organizational cohesiveness can increase customer loyalty 11 Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 Fosters a positive work culture Workplace culture is the character of an organization It may include the business’s goals, work practices, beliefs, and behaviors Businesses that have leaders that ‘walk the talk’ embody these values daily This commitment to workplace values inspires a positive work culture and happy employees Increases productivity It’s easier for teams to be productive when they see their leader being productive too There tends to be a deeper desire to work hard and make their team proud Leaders also inspire their teams to develop efficient processes Loyal employees Even if an employee enjoys their work, they also want to enjoy the people they work with, including their leader Leading by example means you're inspiring those around you, which should make them happy to be a part of the team and employed by the company This usually results in low employee turnover and the ability to retain and recruit top talent, so the office staff has a wide range of skills and is better able to produce at its best Loyal and happy employees also have lower absenteeism, are more positive, contribute more to group discussions, volunteer to take on more projects or to help a coworker and speak highly of their organization to friends, family and neighbors For Examples Leaders at work, if they want their employees to arrive on time and finish their work on time, the manager must first it The culture of "on time" is considered the standard principle in Mobile World Investment CEO Nguyen Duc Tai is always the example for employees in terms of adhering to the company's regulations In meetings, he always arrives about 40 minutes early to prepare As a result, the "on time" principle has demonstrated professionalism and 12 Downloaded by hùng vu (vuchinhhp13@gmail.com) lOMoARcPSD|22119216 increased the prestige of Mobile World Group According to Mr Nguyen Duc Tai, "This is the most important aspect of a great leader Consider a simple example: if you not pick up trash on the floor voluntarily, your subordinates will find it difficult to persuade you to so " For Examples A leader who understands how to put himself in the shoes of his employees will empathize with them and take appropriate actions to improve employee quality Not only that, but leaders who not only a good job of management but also master the smallest tasks will earn the respect of their employees A professional restaurant owner, for example, is willing to wear an apron to assist staff during peak times when the restaurant's workforce is suddenly short As a result, employees are both emotionally and logically motivated to stay with the company for a long time 13 Downloaded by hùng vu (vuchinhhp13@gmail.com)