Leadership and Management: Key Concepts and Skills

Posted on Dec 17, 2024 in Other subjects

Questions:

  1. Define the concept of leadership and its stages.
  2. Mention the elements of the concept of leadership.
  3. Define management principles.
  4. Define who is motivated.
  5. Explain Abraham Maslow’s theory.
  6. Explain David McClelland’s theory.
  7. Explain Frederick Herzberg’s theory.
  8. Define empowerment and what is a computer with empowerment.
  9. Mention the characteristics of empowerment equipment.
  10. Define coaching.
  11. Define what managerial competencies are.
  12. Define what strategic competition is.
  13. Define what intratégicas competencies are.
  14. Define the powers of personal effectiveness.
  15. Define each of the kinds of power.
  16. Mention the skills required to negotiate.
  17. Define what monitoring is.
  18. Mention the characteristics of a supervisor.

Responses:

  1. Leading a group of individuals (http://www.monografias.com/trabajos14/dinamica-grupos/dinamica-grupos.shtml) to achieve the objectives (http://www.monografias.com/trabajos16/objetivos-educacion/objetivos-educacion.shtml) of a company (http://www.monografias.com/trabajos11/empre/empre.shtml), control or authority, supervision, communication, motivation.
  2. Implementation of plans according to organizational structure, motivation, guiding or driving the efforts of subordinates, communication, monitoring, and achieving the goals of the organization.
    • Harmony, purpose, and coordination of interests: Directing the objectives of the company.
    • Impersonality of command: Authority emerges as a need to achieve results.
    • Direct supervision: Support the subordinate leader for plans to run more easily.
    • Communication channels: Respect communication channels to avoid conflicts and loss of responsibility.
    • Conflict resolution: The need to resolve conflicts so that they are not increased.
    • Achievement of the conflict: In seeking solutions, one can visualize new strategies and alternatives.
  4. Motivation: To move, drive, or propel to action.
  5. Maslow’s theory discusses human motivation, maintaining that needs are the driving force of man: physiological needs, safety, belonging, esteem, and self-realization.
  6. McClelland asserts that the factors that motivate humans are cultural and group-based. He argues that there are three types of factors: realization, membership, and power.
  7. Herzberg’s theory discusses motivation and hygiene factors. In addition to the dual theory, it argues that motivating factors are pleasing when they appear and do not cause dissatisfaction when they disappear.
  8. It is a strategic process (http://www.monografias.com/trabajos14/administ-procesos/administ-procesos.shtml) that seeks a partnership relationship between the organization and its people (http://www.monografias.com/trabajos6/napro/napro.shtml), enhancing trust, responsibility (http://www.monografias.com/trabajos14/responsabilidad/responsabilidad.shtml), authority (http://www.monografias.com/trabajos2/rhempresa/rhempresa.shtml), and commitment to better serve the customer (http://www.monografias.com/trabajos11/sercli/sercli.shtml). These are groups (http://www.monografias.com/trabajos11/grupo/grupo.shtml) of work with employees responsible for a product (http://www.monografias.com/trabajos12/elproduc/elproduc.shtml), a service (http://www.monografias.com/trabajos14/verific-servicios/verific-servicios.shtml) to share leadership (http://www.monografias.com/trabajos15/liderazgo/liderazgo.shtml), collaborate on improving the work process (http://www.monografias.com/trabajos14/administ-procesos/administ-procesos.shtml), plan, and make decisions related to the work method (http://www.monografias.com/trabajos11/metods/metods.shtml).
  9. They share leadership (http://www.monografias.com/trabajos15/liderazgo/liderazgo.shtml) and administrative duties. Members have the authority to evaluate and improve the quality of performance (http://www.monografias.com/trabajos11/conge/conge.shtml) and the reporting process (http://www.monografias.com/trabajos15/indicad-evaluacion/indicad-evaluacion.shtml). The team provides ideas for business strategy (http://www.monografias.com/trabajos15/plan-negocio/plan-negocio.shtml), (http://www.monografias.com/trabajos11/henrym/henrym.shtml), are flexible, committed, and creative. They coordinate and exchange with other teams and organizations (http://www.monografias.com/trabajos6/napro/napro.shtml), improve honest relationships with others, and trust. They have a positive and enthusiastic attitude (http://www.monografias.com/trabajos5/psicoso/psicoso.shtml).
  10. Coaching is to direct, instruct, and train a person or group, with the aim of achieving a goal or developing specific skills.
  11. Managerial competencies help develop their role and exercise proper management leadership with people.
  12. Strategic competencies are management capabilities associated with the development, implementation, and outcomes of a strategy.
  13. Intratégica competencies are necessary to develop employees and build their confidence and commitment to the company.
  14. Proactivity, personal charisma, self-control, self-management, integrity, and personal development.
    • Coercive Power: The ability to influence through fear and punish the conduct of subordinates.
    • Legitimate Power: According to the hierarchical position and authority of the organization, formal power.
    • Reward Power: The ability of the formal leader to reward the efforts of subordinates.
    • Expert Power: Control of techniques, skills, and knowledge to influence the behavior of other members.
    • Information Power: Whoever has access to and controls special information may influence others.
    • Reference Power: Arises from admiration and positive feelings in others who can identify with the leader; sympathy, admiration, or identification with one.
  16. Knowing and showing their strength, managing without showing your weaknesses, solving conflicts, knowing the other party and their needs, presenting arguments in accordance with the behavioral characteristics of the other negotiator, behaving in such a way that builds trust, listening, reporting, and creating a climate of cooperation.
  17. Monitoring is a technical and specialized activity that aims to rationally use fundamental factors that make possible the completion of work processes.
  18. Working knowledge, understanding of their responsibilities, ability to instruct, methods, and skills to improve the ability to lead.