1.

What is the difference between:

a. Leadership & management
To emphasize the difference we try to show it’s responsibility in pairs here
NO Management leadership
.
1. Implementing tactical actions Creating new visions and aims
2. Detailed budgeting Establishing organizational financial
targets
3. Measuring and reporting performance Deciding what needs measuring and
reporting
4. Applying rules and policies Making new rules and policies
5. Implementing disciplinary rules Making disciplinary rules
6. Organizing people and tasks within Deciding structures, hierarchies and work
structures groups
7. Recruiting people for jobs Creating new job roles
8. Checking and managing ethics and Establishing ethical and moral positions
morals
9. Developing people Developing the organization
10. Problem-solving Problem-anticipation
11. Planning Visualizing
12. Improving productivity and efficiency Conceiving new opportunities
13. Motivating and encouraging others Inspiring and empowering others
14. Motivating and encouraging others Planning and organizing succession

b. Self-leadership, leading team, & leading organization

Self-leadership (a.k.a Personal Mastery) is the answer to how do we
develop ourselves to survive and thrive in a Volatile, Uncertain,
Complex, and Ambiguous world. It involves having a good
understanding of who you are, where you want to go and what you can
accomplish, and having the ability to control your emotions and behavior
in a way that guides you toward success.
Leading team: Managing and leading a team of employees.
Communicating company goals, safety practices, and deadlines to team.
Motivating team members and assesses performance. Provides help to
management, including hiring and training, and keeps management
updated on team performance.
Leading organization: Leading an organisation can be said to start with a
focus on the ‘bigger picture’ so that there is a clear understanding of
where the business is headed, whether the right culture,
competences and resources are in place to support that journey and
if the product and service offering is right to achieve the defined goals.
In essence, it’s about ensuring that the business is focused on the longer
term and not just the here and now, important as that may be.
c. Formal & informal power
Formal power comes from the official position one holds within an
organization or social structure.
Informal power comes, not from an official position, but from the respect
and appreciation one has earned from the members of a group.
d. Authorization leadership style, participatory & delegative leadership style
Authoritarian or autocratic: the leader tells his or her employees what to
do and how to do it, without getting their advice.
Participative or democratic: the leader includes one or more employees in
the decision making process, but the leader normally maintains the final
decision making authority.
Delegative leadership: They offer little or no guidance to their group and
leave decision making up to the group. A delegative leader will provide
the necessary tools and resources to complete a project and will take
responsibility for the group’s decisions and actions, but power is basically
handed over to the group.
e. Transformational & transactional leadership
Transactional leaders focus on the role of supervision, organization, and
group performance.
Transformational leaders work to enhance the motivation and engagement
of followers by directing their behavior toward a shared vision. These
leaders have changed the way people think; the way people lived; or even
the laws of the land that have been deemed unfair or unfavorable. Either
way, they have shaped the present world because of their courage and
leadership.
2. Discuss gender differences in styles of leadership
In leadership research, gender has been distinguished from sex, with the former
viewed as a collection of qualities labelled male or female that is created
culturally, and the latter seen as comprising attributes that are the results of
biological characteristics (Brandser, 1996). Male gender qualities characterized
as; aggressive, independent, objective, logical, rational, analytical,
decisive, confident, assertive, ambitious, opportunistic and impersonal
are distinguished from female gender qualities described as; emotional,
sensitive, expressive, cooperative, intuitive, warm, tactful, receptive to ideas,
talkative, gentle, empathetic, and submissive (Park, 1996).
Many researchers have tried to find out the relationship between gender
role and leadership style. They assumed that gender role is an important
personality trait that influences leadership style. Thus, they have related
masculinity with task-oriented leadership style and femininity with relationship-
oriented leadership style. Hofstede (2001) suggests that the
masculinity/femininity dimension affects the meaning of work in people’s lives.
While men still dominate in leadership positions, there is research
suggesting that when women do occupy leadership positions, they display
different leader styles compared to males. In a review of the extant
literature on female leadership, Eagly and Carli (2003) concluded that
among managers women tended to be more democratic in their leadership
styles compared to men. They also reported that a meta-analysis of 45
studies examining gender differences in transformational leader behaviours
found compared to male leaders; female leaders used a more transformational
style.
The study done by Oshagbemi and Gill, 2003 has examined gender
differences and similarities in the leadership styles and behaviour of UK
managers. Their study found that women mangers delegate less than their
male counterparts but their directive, consultative and participative
leadership styles were similar. There are more similarities than differences
found in their study in the leadership styles and behaviour of their
managers, unlike the findings in other research studies where there are
significant differences between males and female in the leadership styles
and behaviour of their managers. However the authors suggested that
although women are relatively similar to men in behaviour and effectiveness,
women leaders tend to be more participative and less autocratic. Further,
the gender reform approach, mostly represented by liberal feminism, asserts
that gender differences are not based on biology and, that men and women
are similar in their common humanity (Lorber, 2001). Therefore, biological
 differences should be ignored in order to achieve gender equality in work
opportunities.
3. How leaders motivate followers
People are motivated by many different types of things. Leaders motivate
followers through:
Offering money: Because everybody could use more money, right? It turns
out; money can be a good motivator.
Be a great communicator: Effective communication is one of the keys to
unlocking the motivation needed to ensure the open and transparent office
culture that you desire.
Be a great listener: As a manager, leader and motivator, it’s important for you
to listen to employee and take what they say on board.
Social proof: Social proof is the demonstrating of good work of others, to
validate what the team is doing. For example, by celebrating somebody in the
team for good work will motivate others to reach the same kind of relative
success.
Partnering not parenting: Partnering with employees gives the employee the
perception of shared responsibility.
By creating healthy competition: Great leaders encourage friendly competition
so team members push each other to rise to new levels.
Challenge their employees: People can get a little too comfortable if left to
their own accord. Great leaders look for potential and nudge their team
members to push their own limits. They then encourage celebration for the
breakthroughs.
4. State the challenge of leadership
Leadership constantly presents challenges to a leader and their abilities. These
challenges are an incitation to rise to another level, to test yourself and improve in
the process, and to show that you can accomplish something that may seem
difficult or even impossible. There are 6 challenges are inherent for leaders in the
role of middle or senior manager, regardless of the context.
Honing Effectiveness: the challenge of developing the relevant skills — such
as time-management, prioritization, strategic thinking, decision-making, and
getting up to speed with the job — to be more effective at work.
Inspiring Others: the challenge of inspiring or motivating others to ensure
they’re satisfied with their jobs and working smarter.
Developing Employees: the challenge of developing others, including
mentoring and coaching.
Leading a Team: the challenge of team-building, team development, and team
management. Specific leadership challenges include how to instill pride, how
to provide support, how to lead a big team, and what to do when taking over a
new team.
Guiding Change: the challenge of managing, mobilizing, understanding, and
leading change. Guiding change includes knowing how to mitigate
consequences, overcome resistance to change, and deal with employees’
reactions to change.
Managing Stakeholders: the challenge of managing relationships, politics, and
image. These leadership challenges include gaining managerial support,
managing up, and getting buy-in from other departments, groups, or
individuals.
5. What does it mean change management
Change management is defined as the methods and manners in which a company
describes and implements change within both its internal and external processes.
This includes preparing and supporting employees, establishing the necessary
steps for change, and monitoring pre- and post-change activities to ensure
successful implementation.
Significant organizational change can be challenging. It often requires many
levels of cooperation and may involve different independent entities within an
organization. Developing a structured approach to change is critical to help ensure
a beneficial transition while mitigating disruption.

Changes usually fail for human reasons: the promoters of the change did not
attend to the healthy, real and predictable reactions of normal people to
disturbance of their routines. Effective communication is one of the most
important success factors for effective change management. All involved
individuals must understand the progress through the various stages.