The Dynamics of Leadership

Task 1
a.
Although not definable, the leadership role is basically to map a path to success and any outcome
that can be accomplished by the organization. In fact, it is not easy to define a leader's role as it
can be adapted. Here we mainly accept a business leader, although there may still be a person in
charge of a packing team in a factory or a space mission leader. However, the wider nature of the
leader makes it difficult to define it, and many leaders have common traits and characteristics.
Whether they're leaders in business, political, religious or sport.
A manager is a person who is impartial and more critical in any situation. A manager would
choose or automatically remove himself / herself from a particular situation. That distance would
give him a clear sense of what to do. Members of the Organization may address him on
individual issues and needs, but he prefers not to participate and look forward to the direction
that he feels is the strongest. A leader will share responsibility and decision-making in a similar
fashion. He would however have a closer contact with people and the situation. He would build
relationships and begin to empathize more. He would put himself in the shoes of others and
maybe better understand challenges, circumstances and consequences than a manager. Although
he would be easily influenced by emotional engagement at the same time, he would risk losing a
clear view of what is important.

b.
By training in management, but also by shadowing and watching a more skilled leader, leaders
can grow. It is also great for rapid growth to acquire wider practical knowledge of the
management position through exposure to various organisational environments or projects. An
efficient and positive way to improve one's management skills consists of making the individual
lead a key meeting and deal with a dispute. First handling is a good way for the person to have a
sudden check of his resilience and ability to react to a sensitive and conflictual situation. The
impact of a manager's first attempt to handle a situation should be tailored to ensure that he has a
soft case first and then assigns more and more critical tasks gradually. On going activities and
seminars are also a great way to help you take responsibility and lead and test their management
skills.
If a company wants to play a primary role in developing its own personnel, it can also support
managers and trainees taking courses and training. Managers are encouraged to take a related
course, like a PMO certification or a Master's degree in Business Administration, and it is an
excellent approach.

c.
Although not inherent, strong business outcomes are a common indicator of effective leadership.
If you operate a retail business, the idea that your leadership has worked well is supported by
better-than-expected or growing profit. Business can therefore use customer feedback tools to
assess this facet of leadership. Organizations can specifically ask about management
effectiveness, or customers have a level of trust in the ability of leaders to create a positive
atmosphere for customers. If organizations really want to dig deep into the analysis of leadership,
they can hire an external consulting firm. The team members are the closest people to their day-
to-day activities so they can get feedback to management. The team's feedback should preferably
be confidential, because criticism should be made in a safe, relaxed manner without a fear of the
manager's reprisals. The feedback could also show some friction inside, and sometimes criticism
can be too ruthless. The organization must differentiate between constructive feedback and
negative feedback.
One efficient way to evaluate the performance of the leader is to set up and track the Key
Performance Indicator (KPI). This is a way of defining a precise target for evaluating a
manager's work and performance. A KPI can be defined on a certain metric such as a budget, a
revenue target to meet or retention rate of workers. Such goals can be calculated and projected,
by which you can determine how well at the end of a specified period, half, or year a manager
did his work.

d.
Each leader has one or more followers. Followers play a big part in making leaders, as they
sometimes make someone a leader. The different types and roles of followers are:

Alienated Followers

Despite being autonomous and thinking critically, the alienated follower is passive. They are
distanced from the leader and their team members by their passivity. They don't use their
strengths because they're passive to assist the team attain their objectives. They have to give
something, but they choose not to.This kind of follower tends to be the most disruptive of the
five kinds. They may give passive resistance if they disagree with a choice or direction, but they
often do not offer their input.

Sheep/Passive

Sheep are passive and reliant. As such, they do not critically believe and tend to do as they are
told, rarely expressing an oppositional view. They leave their leader's thinking. Neither they nor
their fellow players serve these characteristics. This form has a negative impact on team
dynamics and efficiency because they require continuous monitoring and prodding.

Yes People/Conformist

Yes People are active, but they don't think critically. They're going to agree with the leader
without issue because they're conformist. Their main concern is to avoid conflicts. As such,
because of their unwillingness and inability to put forward difficult viewpoints that could create
a better result, they present a risk to the leader and themselves.
 Survivors
Chameleonic are the survivors. They follow the route of least resistance with the flow. Instead of
taking a risk, they are most interested in playing it safe. Their worst fear? The fear of making an
error.

Effective/Dynamic
Effective followers are also proactive, autonomous and able to think critically and respect the
power of the leader. Life-long learners and effective followers. They exercise self-leadership,
take responsibility, are engaged and seek feedback in order to continually enhance their
performance. Also known as "vibrant supporters," they are of great value to leaders and the team.
They are often trusted consultants to leading politicians because of their coherent and high-
quality contributions.
e.
Real life example Archemics Ltd, a manufacturer and supplier of household detergent company.
Another example of real life is my own boss, in which the governance structure fits the vertical
model. At the very top is a president who represents the Brand globally and politically. He is the
real leader in communicating the vision and management of the company. The Chief Executive,
the Chief Executive and the Chief Operating Officer and Innovation Officer are among the
leaders.
The organisation takes a more specified shape under each of these leaders, where several VPs
report to each Chief; we start to see senior managers and managers under the VPs who
eventually diversify into local organization or groups.
A diverse and modern culture at Archemics. The real resource is not only the guidelines and
income, but also the personnel themselves. The organization retains a high degree of leadership,
and every worker at all levels is encouraged to feel empowered. Managers are managers and are
highly advertised as group participation and commitment. It perceives the business management
as true leadership rather than self-governance. Growing group must gather as many ideas and
suggestions to the leader to do business and eventually to request a shift, report an issue or
simply review a very good quarter to its own team. This vertical structure is therefore much more
flexible and the various hierarchical layers are much less remote.

f.
Like in any organization, an effective leader is not just the person who reports to and ends the
financial year by allocating the budget for the payment increases and bonuses of the individuals.
The leaders themselves are challenged to strive for better work strategies throughout the quarters.
As a service provider, Archemics will be operationally responsible for developing and
maintaining products. While sales are continuously increasing its customer portfolio, several
teams need to provide the customer with the tailor-made implementation of systems, products
and solutions.
Task Orientation:
Therefore, a workload of different aspects will be required for the leader. Resolution of case
complaints to technical help. From IT support to account management. These are "the leaders '
task-oriented side." An analytical approach is applied to a task-oriented leadership, which
focuses on the achievement of objectives. Not much attention is paid on the people. The
approach to people can be limited, depending on the philosophy you follow. For example the
“Ohio State Leadership Model” state that leaders should proceed “ Initiate Structure” The first
step is, for instance, to proceed is "Initiate Structure." It ensures that what, where and how the
strategy is defined. It focuses on what needs to be done without focusing on people and considers
the whole team.

People Orientation

The leaders are "people oriented" and must ensure that people are praised and rewarded for their
talents in their daily work. Following the example of "Ohio State Leadership Model," the second
step is “Consideration”. It consists whether each person should be defined as a profile or whether
he or she can better perform the functions needed to achieve the target, in the light of the
aforesaid "Structure." In this case, a leader uses his abilities to understand his individual abilities
and weaknesses.

Each team leader will ensure that the work is done as quickly as possible maintaining quality and
efficiency. This is where leaders will determine and always pass this on to the team members. No
one else knows the major challenges and the most effective solutions than a team member
participating in a certain task on a daily basis. This reflects "John Adair' s theory in 1984," which
identified in particular the "3 circles" to be a leader. The Task, The Group and The Individuals.
These are the three ways in which a manager needs to develop a successful team composed of
competent people who are going to do a quality job.

Adair also identifies a number of core functions to implement to manage all three areas:
 Planning – search for information, defining objectives, setting targets
 Initiating - briefing, allocation of task, standard setting
 Controlling - maintaining standards, progress monitoring, continuous decision-making
 Supporting – staff input, encouragement, team spirit, reconciling, morale
 Informing – explanation of tasks and plans, update, feedback and interpreting
 Evaluating - feasibility of ideas, performance, enabling self-assessment

It is here that team members have become followers since they tend to see the leader not as a
"boss," but rather as a person who promotes progress, strategy and improvements. A leader can
sit down with each individual with a weekly meeting and ad hoc 1 to 1 and listen to any concern
or view. He is urged to present the most prominent subjects and business cases within the group
during his own meeting with a director. In this way, the leader takes on the role of a group
negotiator while he retains a definitive power to give priority and determine what needs more
attention and resources. In Archemics Ltd, the role of the leader is motivated by increased
responsibility and higher remuneration. But he acts as a team member and leads to daily
decisions like any other person rather than sitting in a group as bossy figure .

Task 2

Leaders work in various ways. The effect of their values and beliefs on their leadership can have
important consequences. It can also have an effect on their influence and power. You need to
make sure that all leaders in your organization know:

a.
Values are one of the most important components of leadership. Values can be described as a set
of features and prints influencing the leadership style. Values represent the organization's
concern for its staff, clients, investors, suppliers and the society around it. These values describe
the way business is performed. In the modern world of businesses examples of typical values can
be:

Integrity
Integrity refers to a dedication to one's own moral principles. Without honesty, everyone can
behave and take unethical actions outside of their moral code. Ethics is all about maintaining
one's integrity in company. You set a significant example for everyone around you by behaving
with honesty.
Service
This value to one's selfless service commitment. Those who display that quality do without
seeking a bonus and recognition in the name of the greater good. Rather, they recognize that hard
work is a necessary ingredient for success, sometimes without recognition.
Authenticity
It refers to the extent to which you are true, so to speak, to your personality or "spirit." As such,
this quality frequently coincides with integrity. Acting authentically creates an attraction at an
individual level. This indicates that the person is not ashamed of himself, is proud of who he is
and is not afraid to defend his or her opinion.
Confidence
Confidence is often assumed to be a natural feature of any leader of industry. Although trust is
important for leaders, we find that this value can be developed through practice and patience. It
is important to build trust because leaders must be able to make themselves transparent
every day.
Transparency
Transparency means a situation in which others can see how and why this is achieved. If a leader
values transparency, he ensures that everyone in his team knows why they are doing and what
they are doing. Transparency results openness and accountability at work. When an office lacks
these qualities, its turnover rate drops significantly and the quality of its talents falls. Leaders can
encourage a culture of openness by encouraging others to disclose and express their thoughts
freely whenever they wish.
Empathy
The first quality we feel when we think about the values of leadership is empathy for many of us.
Because empathy distinguishes people who work well from those who do not. Put simply,
empathy refers to one's capacity to really understand or feel from their point of view what
another person experiences or feels.
Humility
Humility's value is ultimately what separates a powerful, trusted man from an arrogant, pompous
blowhard. The quality of humility is being humble and modest. When leaders humbly act, they
demonstrate that their own significance and abilities are not overestimated. They are rather self-
respectful, adequate and attractive.
b.
Value is the heart of leadership and helps leaders to stay focused and oriented.
A clear set of values will help to determine the path and reinforce the commitment of people to a
leader.
Great leaders publish a set of values that add a stronger sense of belonging to the culture of the
company.
Some examples of leadership values may be:
- Virgin Airlines: “ We think customer, We lead the way, we do the right thing and
determined to deliver” (https://inside.6q.io/190-examples-of-company-values/)

This statement shows a willingness to grow and develop in-house talent.

- IKEA: “ Humbleness and willpower, leadership by example, togetherness and

enthusiasm” (https://inside.6q.io/190-examples-of-company-values/)
 This statement shows transparent and its own leadership in the market
In relation to Archemics Ltd we see the company’s own value as published in
their website:
- Archemics Ltd” Placing your well being at the heart of our profession”
This value shows the company’s direction and provide quality products and services to its
customers, safely with due regard to the environmental impact of their activities. The company
work towards business excellence while constantly striving for the right balance between
Customer, Performance, People and Planet”
c.
With the world of business growing increasingly globalized, businesses face a challenge often:
the co-existence of various cultures in one company. Cultural differences are actually an
advantage for a company and provide it with competitive edge and allow for wider market
penetration, of course. A manager should be aware of the differences in a team and take effective
action to ensure unity and smooth cohabitation.

A leader would probably have a group where someone belongs to another religion. This could
affect where the leader can take his team for team-building activities, since what he can eat or
drink may be restricted. It may also happen that a person has to undergo a fasting period in a year
or similarly that they may have a pilgrimage commitment. A leader must be cautious, open-
minded and culturally conscious to take flexible movements, manage annual holidays or make
reservations for recreational activities after work. Language background is another cultural
difference that often affects a group. A multi-lingual interaction throughout the company can be
done in teams that work internationally and manage different customer bases. Although it is
relevant for many countries within a specific team, it is important for a leader to communicate
more effectively (either English, French or any other language). This is often related to the place
where the company is based.

The consequences of a culturally diverse organization are that different cultures do not always
function as stand-alone organizations but often work together to find each other's objectives,
goals and solutions. As a leader, it is important to take these differences into consideration
because each approach could be different.
While the leader focuses on an analytical aspect of the job for a team, he may have to make more
personal contributions to connect with an entirely different cultural team simply because of
different working culture in all parts of the world.
 d.
Leaders who themselves are very cautious and analytical tend to control and follow shaped
criteria more effectively. Unlike more spontaneous and more proactive leaders, they
communicate with their colleagues and followers in an abstract and creative manner.
Here is the difference between extrovert and introvert leadership
An extrovert leader is often a strong individual who knows what he wants and needs. It doesn't
take too long to analyze situations and people's views, but appears to be in the middle of the
stage. An extroverted and outgoing leader can be great at getting to the point fast and engaging
with stakeholders. It guarantees focus and attention and promotes energy and motivation. It
ensures awareness and attention. Of course, this leader would seem to have a leading role.
Nevertheless, such personality can often be undermined. Although a person outgoing is engaging
and brilliant to see, he can also lack empathy for others. An extremely extrovert person can also
intimidate the audience, so a group of well-known professionals who would rather chip in ideas
and comments and not confront extrovert leaders. It may not necessarily undermine his role, but
it simply prevents them from being put on the spot, raises concerns that will not finally be heard,
and they fear to compete. Therefore, a leader with such a strong and brilliant personality should
know himself and try to retain some of his character when he can prevent people from showing
initiative and impetus.
In the same way an introvert personality influences leadership for the opposite reasons. An
introverted leader would certainly bring an excellent analytical skill and a careful tendency to
make good thinking decisions to the table. This leader offers his colleagues and followers a great
sense of understanding. It would allow the audience to assess the situation and give considerable
weight to the opinions of each person. The risk is to make people feel empowered to take
initiative and to argue about the existing methods. An introvert leader may send a weak message
of competence and give up his or her own power and energy to listen to and respond to the needs
of others. This kind of leader must also become aware of himself and recognize his introverted
characteristics. It must stand behind it when the situation seems to be slipping from its hands and
retain decisive power and speed up meetings / calls.
A dominant leader is also a type of character displaying an extrovert side. During contact with
peer members and administrators, leading leaders are likely to lead teams at a rapid pace. Such a
leader would make people feel secure and a leader who is dominant would often receive a Yes
for solution. If an organization undergoes a transition, the leader will put his foot down on a
number of new duties, obligations and additional work. On the flipside, his tone can be
overwhelmed by the grievances, criticism or suggestions provided from his followers.
Charismatic leadership is another type of leadership. A Charismatic leader usually show a strong
personality, respect to others. He make his followers feel committed, belonging to a positive
attitude, leadership and motivation. His charisma may attract follower interest, not only in work
but also outside, thereby building strong and lasting interpersonal relations.
Again, for a leader, there is no right or wrong personality as long as both aspects are well-
calibrated.
e.
Different personalities and characters can lead to different types of leadership or work styles.
The big five personality traits typical to leadership.

1. Openness to experience

These personalities are imaginative, have a deep inner life marked by long
thinking about ideas and experiences.

2. Conscientiousness

These personalities are hard-working, trustworthy and do not afraid of hard work.
You could gain a great deal of awareness. When you go with the flow, make
impulsive decisions, and usually wing it.

3. Extraversion

This trait will display a leadership style that is more out-going and engaging. It
will use a sociable approach to peers as opposed to the opposite which is
“Introversion”, where a more bound style will allow less interaction.

4. Agreeableness

All this type of person is about trust, honesty and coexistence. They are
compassionate and tolerant too.

5. Neuroticism

They're vulnerable to frequent strong negative emotions — sadness, anger, fear —

and are uncomfortable with themselves
 

f.
Leaders are given the keys to the management of business and people. They are given both the
opportunity to use their power and influence. The higher grade and position in which they sit give their
power. Their influence is slightly more difficult to achieve, but potentially more efficient than power
itself. It is right to say that leadership is both about leadership and power. Some leaders will therefore
concentrate more on tasks, others will empower people to make decisions and become independent.

The type of leadership lies at the root of all this.

Tannenbaum and Schmidt, identified that "the role of the leader is to: participate, sell, tell and
delegate," described a more delegating style of management. Greenberg and Baron identified people
empowering approach and defines leadership as “the process whereby one individual influences group
members towards the attainment of a defined group or organisational goal”. There is no better or worse
definition of theory. The best solution is a leadership strategy, which uses a delegating, then
empowering style to respond to the situation. Hersey-Blanchard collected these strategies and organize
them according to a particular situation, they identified 4 behaviours: “Supporting, delegating, coaching,
directing; all of which are appropriate leadership styles depending on the maturity of the follower and
the task at hand.”

g.
Power exists in many forms. Generally this is a right resulting from the status or role within an
organization that you serve. The use of power can be wonderful, but I also can be detrimental if
the peers feel that the exercise of power is unsuitable.

5 sources of power identified by “Bertram Raven and John French, 1959”

Legitimate Power
Legitimate Power is linked to the organization's situation or status. The individual thinks they
are entitled to create requirements on others and expect compliance with them. Legitimate
power provides immediate reporting authority to the leader / manager. The more senior a
individual is and/or the more individuals they may have in their group, the more they
perceive the person's positional authority. All executives have a certain degree of positional
authority.

Reward Power
Reward power is the capacity to reward. Examples of such incentives are promotions,
increases in pay, work on unique projects, possibilities for training and development and
compliments. Reward power is the outcome of positional power and is restricted to your
organizational situation. You may not have full control over the benefits at all times.
However, you may be able to have some impact in the benefits because of your position. See
what benefits you can use to affect the behaviors and actions of others.

Coercive Power
Coercive Power is the reverse of Reward Power. It's the capacity to use threats and penalties.
This source of authority is abused by many executives and leaders leading to bigger issues. It
is necessary to avoid the extensive use of coercive force. Styles of leadership may tend to be
highly autocratic. Be cautious not to exert inappropriate authority over others.
Referent Power

Referent power is others ' ability to identify with those who have desirable resources or
personal characteristics. You can hear about the charismatic power as well. This stems
from the person's personal characteristics. For instance, their energy, stamina, empathy,
toughness, humor, charm. People with this power source can have an influence on
people. Again, however, be careful not to abuse it.

Expert Power

Expert power relates to the ability of individuals who have specialist understanding, who
are specialists in their sector, or who have inadequate understanding or abilities. People
are more likely to listen to those who show knowledge. In organisations, this power is
extremely appreciated. No positional authority is required by expert power. Furthermore,
leaders and executives should be conscious of the expert power in their teams. It possibly
abuses their positional authority to disregard it.

h.
The ultimate goal of a leader is to have a team who work entirely together. Ideally, a leader
should create a common vision and mission and get the team to work together. Leaders are
evaluated based on objectives and feedback on their performance. This keeps a leader on his toes
and drives the team to a synergistic and efficient working atmosphere. As identified by “Kouzes
and Posner (The Leadership challenge) ideally, a leader will implement 5 practices to achieve his
objective:
1. Model the way- The old saying,' actions speak louder than words,' is never true
when it comes to people. You must lead by example-model, if you wish to be a
successful leader in any profession.
2. Inspire a shared vision- To be a model, one must have a clear vision of what is
necessary and what the outcome will be. You must be able to get that view from
the stage of ideas to where others see it as well.
3. Challenge the process- Leaders need to be able to take risks and do all they can to
ask others to do, to learn a new skill.
4. Enable others to act- Good leaders share power. Leadership is not a singular
activity but a partnership with others, good leaders use the term'' we',' most often
than ' I.'
5. Encouraging the heart- Last but not least, leadership involves appreciation,
encouragement and caring.

Task 3
 a.
A group is described as two or more individuals working together to attain common goals. A group is
often the early stage of a Team, where people are brought together before beginning to form the Team.
Whereas a team is a formal group of individuals who interact intimately with a mutual dedication to
achieving accepted goals. The five stages identified in the "Tuckman stages, 1965" are Forming,
Storming, Norming, Performing and adjourning are the most common phases of forming a successful
team from a group.

Forming
This is the initial group formation phase in which participants attempt to define
acceptable behaviour within a group. The participants are trying to shape their conduct as
part of the community.
Storming
At this level, member-leadership disagreements can lead to other disputes. A
comparatively clear hierarchy of group roles arises at the end of this stage.
Norming
By developing close relationships, this phase of group development enhances a feeling of
camaraderie among employees. A common set of group behavior expectations is the
result of this phase.
Performing
At this point, group members display engaged performance in order to attain objectives
identified in the norming phase. This is the final phase for permanent work group.
Adjourning
This is the final phase for temporary groups such as task groups or committees set up to
achieve a specific job. The groups cease to exist after this point. While some of the
employees may feel pleased with the achievements, others may be depressed that after
the group disperses they will lose friends.

b.
A very capable leader can get the best out of his team and can provide effective leadership. The
team itself can, however, provide an effective leadership. The most important thing is human
resources and a person cannot always be accountable for success. A strong team will therefore be
a more efficient team. It is a team in which people play their own part. Different people can play
different roles in the same group as the "Belbin Behavioural Inventory" may help identify them.
These can be more leading and charismatic roles such as co-ordinators and shapers or more
managing roles such as implementors or completers.
This demonstrates that a team can create a micro-environment with all components and roles
itself. For example, a leader is given the task of creating a new team for a significant
restructuring project within the organisation. As the group is formed, the leader has to start
analyzing everyone and think of what actions and attitude they have to serve the role better.
For example, in a group of people;
• the young and energetic single young man;
• an experienced old lady;
• result oriented middle aged married man;
• the dedicated intern, who joined the company recently;
A leader can define each profile and task accordingly:
• The energetic young man can take on the role of a Shaper, in which he can extend
his enthusiasm and give a strong direction to the team.
• The old woman who have been for a while but not yet been a leader, can be given a
role to Team worker, in which she can be trustworthy for quality and experience, and
in many instances she has taken extra hours or unpopular decisions out of her comfort
zone.
• The outcome produced by a married middle-aged man has a full finisher's
temperament, his experience in his profession makes him known and respected, and
his age and family balance make him relaxed. Under stress, he will do well, but can
demonstrate authority, if appropriate. He is good at having decision-making power.
• The young intern guided by information will finally play a specialist role perfectly.
He brings great experience and the concept of trustworthiness to his profession. For
now despite his age and freshness, he will not go far beyond his expertise.

c.
Virtual teams are individuals who work together despite of not physically close to each other and
work as a team using communication technology. Using email, video conferencing, the internet,
people can contribute and work together with advances in technology in different organizations,
countries and time zones. Despite the distance, the biggest challenge virtual teams is to keep
each person focused. People may feel distant, far from management and thus less willing to
perform.
A manager's resources and strategies to create synergies with globally distributed teams, for
example are:
• To schedule virtual calls over periods which align as far as practicable in each
person's office hours.
 • Use efficient software and tools to monitor productivity and performance, so
people can easily see what they are doing against a milestone.
• To select the right kind of people to join such teams who are responsible,
trustworthy characters.

d.
To achieve excellent performance, a leader must cultivate his group. This can only be
accomplished if each member is committed and motivated. The motivation of the followers is a
team engine. It is the interest and dedication of a peer to the common aim, and finally to the
manager. The motivation is that which unites the group and empowers the leader. A leader with
little motivation is a leader who is not heard, followed and performed. The leader who maintains
a high level of motivation in the group can effectively persuade decisions and shape the success
of the company.
In order to influence the motivation of the follower, a leader must:
• A leader must treat everyone equally to offer the impression of mutual respect
and discourage favoritism or nepotism because the sense of injustice discourages
a group.
• The experience and attitude of people is respected and heard. The leader needs
to be well aware of his followers and can delegate suitable tasks based on their
capacities and personalities.
• Inform everybody about improvements, policies and strategies.
• Promote personal input, thoughts and views.
• Follow each person carefully if there is a need for training or assistance.
• Be the first to set a good example, take the front and first get your hands dirty.
Only in this manner will the team be able to do the same.
e.
Motivation goes hand in hand with happiness. Both of these are closely linked. It is clear that if
an individual is given the right motivating elements, the work performed will result in a much
greater satisfaction. A leader must be well aware of what each person needs to achieve this
satisfaction. Because money and compensation are the common denominator, there are also a
number of elements that can differ on a personal basis. Some individuals may need more time off
and flexibility in their personal lives. Other people may need the manager's recognition and self-
esteem boost.
For example, if a team member complains that he has no opportunities, he will soon show a
decrease in satisfaction. The leader will sit down with the person and speak about the goals and
practical expectations so that the individual can work with the ultimate goal.
Another example is to make shifts more flexible to a less-driven person, so that he can more
easily plan family life. The leader should determine what causes stress and work on an ad hoc
plan to improve the time schedule of personal life, without compromising work needs.
"Fredrick Herzberg, for example. In the 1960's, two major factors were identified: a (low-level)
hygienic factor and a high-level(motivation). This factor involved safety of the job, stability,
personal health, sick salaries and the positive work environment.
Maslow also acknowledged a variety of workers ' needs in his "Need's Theory, 1943." Such
criteria vary from low fundamental levels such as physiological needs, protection and social
needs to higher and lower levels including esthetics, self-actualization and freedom of
expression. The response of a person to the satisfaction of these needs is a good starting point
for an effective leader.

Evaluate the dynamic relationship between motivation, satisfaction and performance (AC
6.3)
The motivation and satisfaction of a team increase performance were found in the above points.
The relationship between motivation, satisfaction and achievement and dynamics is then natural.
Motivation will affect happiness and, of course, a happier worker will achieve better results.
It is therefore important to keep people motivated because without motivation will soon show a
lower level of performance.
Once a leader can identify the right incentive set and provide the role model, he must ensure that
the happiness of his followers is achieved. Where basic needs are addressed, priority is given to
and higher factors can then be addressed.
For example:
The leader wants to ensure that the mental and personal conditions of the person are optimal,
through flexible work, vacation fulfillment and working tools. Once these requirements have
been met, growth plans and career development are implemented. A motivated, satisfied team
has all the qualifications to perform well. The leader must set clear and achievable objectives for
the team at this point. Such targets must be SMART-focused. The acronym for SMART is:
Specific, Measurable, Achievable, Realistic, Time- bound. Example: for a worker who does not
perform as it should, as set by a leader. His projects are slow and every quarter he's not closed
enough. The leader then can set a target according to the SMART objectives:
Specific: The desired results will complete the project faster.
Measurable: Set reminders for each task on a weekly basis. Possibly collect
feedback from each customer on a Monday for the upcoming action plan.
Achievable: Since a person simultaneously manages 30 projects a weekly mail is
possible.
 Realistic: On Monday, there may be insufficient time to contact all 30 clients.
Monday is projected to reach 50% of customers. The remaining 50 percent on
Tuesday and Wednesday.
Time-Bound: An update of each project is required each week at the end of the
quarter. The aim is to see a rapid closing of the project.

Task 4
a.
Task interdependence is defined by the interrelation of different functions, tasks and jobs in an
organization. Within an organisation, different business divisions can be mutual and have an
effect on each other at the time of completion and initiation. Whether it is a manufacturing
company that has to deliver the product from the production facility to the finishing line, or a
legal firm that requires revising or validating a number of documents before a case is created.
This is how jobs and tasks are inter-dependent, the key to this arrangement is that it is important
for the smooth process to be carried out on a broader scale. There will be cases of
interdependence between tasks in an organization consisting of different roles and job
descriptions. It happens when another entity influences the job of an individual. This is the case
when a senior manager depends, for instance, on a system's smooth functioning. System
controlled by a technician who is far less senior than the manager but also able to solve problems
or disrupt management tasks in a higher level. Hence the responsibility of a good leader to
maintain a sustainable balance between roles, tasks and work characteristics. Uncertainties
would impact the higher goals of the organization on a dysfunctional system at different levels,
and the corporation would therefore be able to fail in the short run.

b.
Leadership must address all co-dependent relations between various roles in order to maintain
this balance. The leader must concentrate the key experts on the ultimate objective of their work,
the vision of the company and their work ethic. If structural, design and cultural factors affect the
work environment, the leader must step up and act as a motivator. People’s commitment must be
gained and resistance to change must be addressed. Organizational structure and design can have
an effect on leadership. For example, it can be difficult for a flat structure with a number of
contractors and project managers to work at the same level because they are not defined. A
leader needs to manage and attract people from different backgrounds. This can be challenging
since it doesn't make them more organized.

Likewise, a global team leader must find a tailored leadership style to address reporting in each
region and country. Not everyone would be available in the same way. A reporting in a location
with common cultures and languages in a region will be used to methods, bureaucracy, jargon
and sarcasm, whereas a representative from another country may need an approach that is more
impartial and formal. If people do not wish to adapt to a changing culture, design or structure, a
change strategy must be developed by the leader. Some resistance will be needed, but eventually,
moving each follower to the same speed of progress, the approach will prove effective by
motivating people to make decision and build projects. The leader will have an opportunity to
show a high level of transformational leadership by leading a team to an unusual set of tasks,
appealing and giving people more sense of purpose.
c.
The so-called Macro Factors that are not solely focused on the Leaders or the company itself can
also affect leadership. Factors, such as legal, political or economic considerations, affect the
function and structure of the company. There could be a new legal compliance or economic
recession for a business. Political interference is often a hard task for leaders as well.
In a political crisis in particular, a heroic leadership emerges. Consider leaders such as Nelson
Mandela, for example, to see how a leader is capable of stand out and motivating people so much
that there's a whole cultural revolution. Nelson Mandela was eventually able to propel a
revolution in South Africa, through relentless and stubborn opposition. He was able to touch the
deepest chords of the people of South Africa following decades of enduring abuse and
imprisonment. Without him a change of mind would perhaps not have occurred much later,
moving away from the apartheid.
Strong leaders can also be noticed in the form of innovators. Using one notable example of
Steve Jobs who was able to completely re-think the idea of computers and mobile phones in an
environment that seemed stagnant and satisfied with rivals in the electronics field. Thus Jobs
begun a cultural revolution in 10 years that has brought technology and connection from our
bags to cars, from our appliances to our TVs, every moment of our lives. Steve Jobs is an
example of how leadership is able to transform not only its own organisation, but also the global
world and community.
Task 5
a.
A radical change in the structure will be required if the company goes through the expansion.
Teams must move to new workflows and projects. Individuals will be asked to leave their
comfort zone, jobs that they were doing well for many years, and to acquire new skills and tasks.
People tend to resist and are reluctant to adjust this change. This can be the result of the fear of
losing your job, of being forcibly employed. Initially the leaders will have a rational change
approach. This included assessing what needs to change, what systems are redundant, what
positions are no longer suitable for companies and the dates for the changes.
Leaders must address their teams in the event of an organizational change to explain why this
change is necessary and why. The change must be defined in a measurement of time and
consequences. It is necessary to convince team members that the change is in the benefit of the
organisation. Staff will be persuaded that the system will change and the benefits it will offer are
transparent and comprehensive. The leadership is responsible for turning this fear and
unhappiness into a constructive energy and a will to undergo changes in the most positive spirit.
An administrative position may take further responsibilities, which the leader could view as a
way to expand his skills. Further organized tasks could be given to a project manager. This
should be an opportunity to expand the business and perhaps to gain visibility to the hierarchy.
An IT specialist could see his team losing staff, but this would be a chance to ask for better tools
for working with. That is how the leader must show resilience and evolving skills by taking
advantage of the growing concern and uncertainty and turning them into energy for a new start.

b.
It will require a sense of empathy for the team and a shared vision. The emotional approach will
reinforce disappointment and employ positive and promising speech elements. The common
vision and the commitment of the team create a sense of willingness and readiness to act. This
would improve the bond and loyalty of the team. After the initial rational approach, an emotional
approach allows a charismatic leader to take people's attention and dedication.
The answer to uncertainty and fear should bond and cooperation. Teams that effectively
overcome fear and continue to complete transactional changes are teams that will be unified and
efficient. This is why the emotional approach is so necessary to overcome a reaction to change.
The emotional method allows the manager to sympathize with group members and people who
are hesitant or scared of a situation. This uses a rhetorical and compassionate approach rather
than an objective and factual support. It aims to improve the emotion of the follower, to build
trust and establish a shared base. A leader can to some degree also create a crisis so that his
followers ' feelings are brought together and used to create greater cohesion for the future. For
example, the budget can be reduced in an organization and a section of the business units can be
laid off.
After this, the leader must join his teammates and create a sense of unity. Having won the trust of
the people and explained that the transition is up to them and that they have no power to stop it,
they need to prepare a plan. If necessary, the leader should be in a position to scrap any existing
workflows and submit a new strategy, as it would be a new start.
More tasks and responsibilities are to be called growth opportunities; less team members can
make communication easier and more agile; less travel budget can be a more time-consuming
task and new projects to be solved. This is where the leader is able to shine, turning his mind into
a stronger challenge mind.
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