ConceptsNest

  ***Continued from Chapter 01 (Covered previously: Components of Authentic leadership, Characteristics Of Authentic Leaders, Significance of Authentic Leadership, Developing Authentic Leadership ) Click For Chapter 01 Transactional vs Authentic Leadership – The Difference Transactional leadership  is also called Managerial Leadership. It works in a structured system where authority and the chain of command are clearly demarcated. The philosophy works on the principle of transaction, i.e., give and take of reward and punishment. The leader uses the carrot and stick transactional leadership approach to get work done from subordinates. If we consider Maslow’s Hierarchy of Needs, Transactional Leaders can be said to address the lower-level needs of security and acceptance. Transactional leaders aim to fulfil their subordinates’ needs of security and social belonging that are at the bottom of this pyramid. The higher-level needs of esteem and self-actualization remain unaddressed

  Authenticity has been explored throughout history, from Greek philosophers to the work of Shakespeare (“To thy own self be true.” –Polonius,  Hamlet ). Authentic leadership has been explored sporadically as part of modern management science, but found its highest levels of acceptance since Bill George’s 2003 book,  Authentic Leadership . Authentic leaders put legitimacy, ethics and positive psychological capacities first. Authentic leadership emphasizes how a leader can gain legitimacy and build trust through developing honest relationship with followers. Authentic leadership is defined in the following way: This approach to leadership focuses on the ethical dimensions of the relationship between follower and leader and describes those behaviors that result in a trusting relationship . Authentic leaders have a positive outlook on life and are truthful and open in their interactions with others. They build trust with their subordinates and generate enthusiasm for project which e

  A Story: In the 1920s, a German professor named Eugen Herrigel moved to Japan to teach philosophy at a university in a city called Sendai, near Tokyo. To deepen his understanding of Japanese culture, Herrigel began training in Kyudo, the Japanese martial art of archery. He was taught by a legendary archer named Awa Kenzo. Kenzo was convinced that beginners should master the fundamentals of archery before attempting to shoot at a real target, and he took this method to the extreme. For the first four years of his training, Herrigel was only allowed to shoot at a roll of straw just seven feet away. When Herrigel complained of the incredibly slow pace, his teacher replied: When he was finally permitted to shoot at more distant targets, Herrigel’s performance was dismal. The arrows flew off course and he became more discouraged with each wayward shot . During a particularly humbling session, Herrigel stated that his problem must be poor aim. Kenzo, however, looked at his student and re

As our career progresses, we may find we do fewer technical tasks and spend more time guiding a team or planning strategy . While that's often a given today, in the 19th century most companies promoted the best technicians. But Henri Fayol recognized that the skills that made them good at their jobs did not necessarily make them good managers . Who Was Henri Fayol? Fayol's  14 Principles of Management  identified the skills that were needed to manage well. While inspiring much of today's management theory, they offer tips that we can still implement in our lives and organizations. Fayol also created a list of the five Primary   Functions of Management , which go hand in hand with the Principles. What Is Administrative Theory? Fayol called managerial skills "administrative functions." In his 1916 book, "Administration Industrielle et Générale," he shared his experiences of managing a workforce. Fayol’s book – and his 14 Principles of Management –

  ***Continued from Chapter 01 (Covered previously: What Is Big Picture Thinking, Importance Of Big Picture Thinking, Detail Oriented Or A Big Picture Thinker- The Difference) Link to Chapter 01 Identifying the Different Approaches - Approach Indicators No matter which field we belong to – an aspiring entrepreneur, someone who’s putting together a dream team, or polishing our leadership skills, big picture thinking can help open up, innovative and unexpected creative paths, ideas and solutions. Detail-Oriented Approach Indicators o    We prefer tweaking an existing plan than creating one from scratch o    We think over issues in such great detail that we sometimes miss the bigger picture o    We end up putting down or highlighting almost all notes o    We work towards high-quality work in most areas of our life and struggle with perfectionist tendencies o    We’re organized and/or like routine   Big Picture Approach Indicators o    We can easily spot patterns