MGN101

NAME : SRIKAR B
ROLL NO. : RDE515A13
SECTION : DE515

1Q: Identifying and briefing the profile of any great/successful leader to

explore leadership skills and styles adopted by him/her.

I am inspired by Elon musk. This Entrepreneur Elon Musk has achieved

global fame as the chief executive (CEO) of electric autos maker Tesla Inc.
(TSLA) and CEO of the private space company SpaceX. Musk co-founded
PayPal (PYPL), was an early investor in several tech companies, and in
October 2022 he completed a deal to take Twitter Inc. private.

Elon Musk’s transformational, autocratic, and transactional leadership style

goes to show he’s in business to produce results, not make friends. He
demands excellence because it is what drives transformation.

The leadership skills and styles adopted by him are:

His unique approach

Elon Musk's leadership style is a mix of challenges, growth, vision
innovation, and more. Let’s take a look into each of them in detail.

Feedback helps find solutions

What people think about you and your company plays a vital role in its
success ratio. By knowing and understanding the feedback head-on, you
can identify the problem and find a solution that helps you reach your goal.

Elon Musk applies this approach in his personal as well as professional life.
He believes it is essential to have a feedback loop where you're constantly
looking to eliminate wrongdoings and create room for growth. He insists
employees provide continuous feedback as it's the single best piece of
advice that could help in real-time and the future.

Going after the impossible

Elon Musk has been known to do the aforesaid, but the journey was never
easy. Facing challenges head-on, working relentlessly, inspiring people,
and making them believe in his vision are some things that made him reach
where he is.

Making the impossible a reality is Elon Musk’s driving force. From building
Tesla, an electric car company, to SpaceX, a company building spaceships
that will one day take humans to Mars. He is also working on building a
machine-brain interface that will connect human brains with computers via
Neuralink.

Embracing failures
Throughout his journey as a transformational leader, Elon Musk had his fair
share of failures. Instead of letting those hurdles pull him down, he got
inspiration from them. Elon Musk’s piece of advice constantly revolves
around learning and getting better from your setbacks. He embraces failure
and encourages his team to adopt a similar approach.

Musk said:
“A failure is always an option; if things are not failing, you are not
innovating.”

2Q:
How to Motivate People toward Sustainability :

The field of conservation psychology studies people’s attitudes and

behaviors toward the natural environment. Researchers have found seven
ways to motivate greater environmental action. Because these draw on
general psychological principles, they apply to most people you will
encounter.

Equip people with (the right) knowledge: People need to know both why
an action is important and how to do it. People are often hesitant to do
something that’s unfamiliar, so being able to try new actions out in a small
way can be reassuring. Pilot programs are a great low-risk strategy.

Help people process information: People absorb ideas and make

decisions in specific ways (see NBS’s report on Decision Making for
Sustainability for a full review). For example, people are more affected by
stories than by abstract statements. They’re more moved by positive
messages than gloom and doom — no more images of drowning polar
bears! And hearing a message multiple times, in multiple ways, is often
necessary for it to sink in.

Leverage the leaders: People look to leaders — formal and informal — as

they’re deciding how to act. If others they respect are doing or endorsing
behaviors, people are likely to follow them. Leaders might be nearby in the
organization or more distant public figures. Peer action also sets a
standard. Group activities can be a way to show that peers are engaged.
Make actions easy and enjoyable: People can have wonderful intentions,
but without practical support, the action often won’t happen. If a recycling
bin is close by, people are more likely to use it. If a product’s not readily
available, people may not seek it out. Positive messages, social norms,
and group activities can make sustainability-related behaviors seem more
fun.

Allow participation: People want to be involved in issues that concern

them. Participation can mean many things, including just having
information, but people often want the opportunity to contribute ideas as
well. Participation leads to positive attitudes and often innovative ideas.

Take one step at a time: People can be overwhelmed by major change;

generally, they prefer to get comfortable with one behavior before they try
another. Consider introducing a new initiative gradually and connecting it to
things people are already familiar with. A simple example might be
expanding community outreach efforts from philanthropy to volunteering,
with the same organizations.

Encourage happiness : Happy employees are enthusiastic and positive

members of the team, and their attitude is infectious. Keep an eye on
whether or not your people are happy with their work, their employer, and
you. If they're not, you can count on this unhappiness to spread.

Don't punish failure : We all make mistakes. It's part of being human. The
key is to learn valuable lessons from those mistakes so we don't make
them again. When members of your team make honest mistakes, don't
punish them--instead, encourage them to try again.
3Q:
I. Types of Abstracts

To begin, you need to determine which type of abstract you should

include with your paper. There are four general types.

Critical Abstract
A critical abstract provides, in addition to describing main findings and
information, a judgment or comment about the study’s validity, reliability, or
completeness. The researcher evaluates the paper and often compares it
with other works on the same subject. Critical abstracts are generally
400-500 words in length due to the additional interpretive commentary.
These types of abstracts are used infrequently.

Descriptive Abstract
A descriptive abstract indicates the type of information found in the work. It
makes no judgments about the work, nor does it provide results or
conclusions of the research. It does incorporate key words found in the text
and may include the purpose, methods, and scope of the research.
Essentially, the descriptive abstract only describes the work being
summarized. Some researchers consider it an outline of the work, rather
than a summary. Descriptive abstracts are usually very short, 100 words or
less.

Informative Abstract
The majority of abstracts are informative. While they still do not critique or
evaluate a work, they do more than describe it. A good informative abstract
acts as a surrogate for the work itself. That is, the researcher presents and
explains all the main arguments and the important results and evidence in
the paper. An informative abstract includes the information that can be
found in a descriptive abstract [purpose, methods, scope] but it also
includes the results and conclusions of the research and the
recommendations of the author. The length varies according to discipline,
but an informative abstract is usually no more than 300 words in length.
Highlight Abstract
A highlight abstract is specifically written to attract the reader’s attention to
the study. No pretense is made of there being either a balanced or
complete picture of the paper and, in fact, incomplete and leading remarks
may be used to spark the reader’s interest. In that a highlight abstract
cannot stand independent of its associated article, it is not a true abstract
and, therefore, rarely used in academic writing.