SELF LEADERSHIP- anyone can become a leader and make an impact.

CLARITY OF PURPOSE- must have a vision and able to set it up.

LEADERDSHIP- is the practice of driving people to achieve goals.

LEADERS- an individual appointed as a leader.

FOLLOWERS- different people expect different leadership style.

COMMUNICATION- you lead by bidirectional communication.

SITUATION- every situation is different.

THEORIES OF LEADERSHIP

TRAIN THEORY- some personality traits may lead people naturally into leadership roles.

GREAT EVENTS THEORY- important event can cause a person tp rise to the occasion.

TRANSFORMATIONAL- people can learn the ability to take leadership.

EVALUATION- evaluating is part of supervising.

INSPIRING SUBORDINATES- it much easier to get people to do something of they have the drive to do so.

TRAINING- give people the knowledge and skills to perform a task.

COACH- a process design to help the employee develop more expertise.

THE SIX POINTS OF LEADERSHIP POWER

COERCIVE POWER- a person with coercive power can make things hard for humans.

REWARD POWER- ability to distribute rewards which other find important.

LEGITIMATE POWER- has the right to expect you to comply with valid demands.

EXPERT POWER- influence based on special skills or knowledge.

REFERENT POWER- desirable possession of wealth or personal traits.

INFORMATIONAL POWER- providing information to others.

LEADERSHIP TRAITS

HONESTY AND INTEGRITY- are two key ingredients that make for a good leader.

CONFIDENCE- you should be comfortable enough.

INSPIRE OTHERS- setting a good example you inspire your followers

COMMITMENT AND PASSION- the team looks up to you.

GOOD COMMUNICATOR- you have to communicate your vision clearly.

DECISION MAKING CAPABILITIES- ability to take right decision.

ACCOUNTAVILITY-make sure each of the subordinates is responsible for what they do.

DELEGATION AND EMPOWERMENT- focusing on key responsibilities is vital to a leader.

CREATIVITY AND INNOVATION- leader must be creative and innovative at the same time.

EMPATHY- don’t adopt a dictatorial style.

LEADERSHIP STYLES AND THEIR PROS AND CONS

TRANSACTIONAL LEADERSHIP- this strategy is strongly disciplinary

TRANSFORMATIONAL LEADERSHIP- empowering their worker to change.

SERVANT LEADERSHIP- serve first and lead.

DEMOCRATIC LEADERSHIP- known as PARTICIPATORY LEADERSHIP.

BUREAUCRATIC LEADERSHIP- this leadership goes BY THE BOOK.

LAISSEZ-FAIRE LEADERSHIP- leave it be.

CHARISMATIC LEADERSHIP- use eloquent communication.

MANAGEEMENT- set of principle relating to planning, coordinating.

MANAGER- person in the organization who directs.

THE FIRST LINE MANAGERS- usually called supervisor or foreman.

THE MIDDLE LEVEL MANAGERS- comprise all management levels.

THE TOP MANAGERS- responsible for making organization decisions.

DECISION MAKING CONCEPT

DECISION MAKING- as a problem solving.

GROUP DECISION MAKING- also known as COLLABORATIVE DECISION MAKING.

INDIVIDUAL DECISION MAKING- a person takes prompt decisions.

DECISION MAKING APPROACH- we make the majority of the decisions.

DIRECTIVE DECISION MAKING- sorts out the pros and cons of a situation based on what they already
know.

ANALYTIC DECISION MAKING- analyze a lot of details.

CONCEPTUAL DECISION MAKING- compared with the guideline or empirical approaches.

BEHAVIORAL DECISION MAKING- require proactive communication.

DECISION MAKING MODELS- based on perspective.

THE UNIVERSAL MODELS- BELIEVE THERE IS ONLY SMALL DIFFERENCE IN HOW PEOPLE FROMDIFFERENT
CULTURE.

THE DISPOSITIONAL MODEL- decision making differences are cross cultural and support.

THE DYNAMIC MODEL- view often consider cross cultural variations.

ADMINISTRATION- actions which are concerned with coordinating and managing.

ADMINISTRATOR- person who make sure an organization is running at full capacity.e

ADMINISTRATIVE CHALLENGE- are the organistration leaders who keep operations operations running

HOW TO HANDLE TYPICAL ADMINISTRATIVE CHALLENGES

VACATIONS- once people get a chance to relax and refresh.

LEAVES OF ABSENCE- when an individual needs to take time off for maternity leave.

BUSY SEASONS AND SPECIAL PROJECT- when you encounter seasonal peaks or land a special project.

UNEXPECTED LOSS OF AN EMPLOYEE OR PERSONNEL- if an employee quit suddenly.

FOURTEEN MANAGERIAL CONCEPTS

DIVISION OF WORK- same Adam smith’s division of labor

AUTHORITY- manager must able to give the order.

DISCIPLINE- employees must obey and respect the rules and regulations.

UNITY OF COMMAND- employees should receive order from only one immediate superior

REMUNERATION OF PERSONNEL- must be paid a reasonable salary for their work.

CENTRALIZATION- decision making authority to higher level.

SCALAR CHAIN- line authority from the top management to the lower ranks.

ORDER- people and maaterials should be in the right places at the right time.

EQUITY- in running business, a combination of kindness and justice is need.

STABILITY OF TENURE OF PERSONNEL- staff work is well if job safety and career improvement are
guarantees to the team.

INITIATIVE- allowing all personnel to show their initiatives in some ways.

ESPIRIT DE CORPS- promoting team spirit.

MANAGERIAL FUNCTION

PLANNING- set goals and to develop strategies.

ORGANIZATION- assists in deciding the task to be performed,

STAFFING- this is important for employing different types of people.

DIRECTING- be given instructions and motivated to achieve goals.

CONTROLLING- monitoring practices to ensure that the workers perform the task as scheduled.

MANAGERIAL SKILL- requires proper skill to perform various jobs.

CONCISE- while not as brief as statement of vision.

OUTCOME ORIENTED- statement on task describe the basic result.

INCLUSIVE declaration of mission statements.