Question

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Answer must be 8 to 10 pages, in your own words and do provide references.

Deliver the answer before 30th Octorber 2018

Please email me the answer to : [email protected]

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Using relevant theories and models critically evaluate and analyse the leadership of a leader working in an (business, government or not-for-profit) organisation. If you were in the position of the leader, what could you do to be a better leader and make a stronger impact on the followers and on the situation?

For this assignment you can select a leader from a large or a small organisation. You can select a leader from your own organisation or one that you are familiar with. It could be a CEO of an international organisation whom you have read about in the newspapers/biographies, or a family member who runs a small business with a few staff members. The choice of leader and organisation is yours.

Write a report in which you cover the following:

A clear description of the leader, the organisation/industry, and situation/context.

An evaluation of the leader by referring to concepts and theories covered in the subject (e.g. style, behaviour, traits, attitudes, power) and by referring to relevant examples.

A discussion of how you would lead differently if you were put in the same situation/s as the leader and how you could make a stronger impact on the followers and on the situation/s.

It is important to demonstrate your knowledge about Leadership and to clearly reference your sources. (you can use the Leadership- Theory and Practice 7^th edition by Peter G. Northouse as reference).

Answer 1

Leadership of JKEDI, Jammu & Kashmir, India Director; Dr M.I. Parray:

Dr. M.I. Parray the existing Director of Jammu and Kashmir Entrepreneurship Development Institute ("JKEDI") has been associated with the Autonomous Organization for more than 14 years. Mr. Parray

has played a pivotal role in affecting the climate, attitude and reputation of JKEDI. He is the cornerstone on which learning communities function and grow. With successful schooling leadership, the Institute has become effective incubators of learning, places where reserachers are not only educated but challenged, nurtured and encouraged.

Effectively, Mr. Parray's leadership has been the backnbone of the overall development of JKEDI for sustained success in the Education and Research industry. The style, behaviour, traits, attitudes, power and leadership related Approach being implemented by Mr. Parray are:

Commitment to the Mission:
Excitement trickles down from leadership to the employees on the ground. When the administrator is enthused about the organization or agency’s mission, the employees will mirror those feelings. In times of crisis, great administrators remind their staffs of the purpose of their mission and the role their organization plays in the larger society.
Strategic Vision:
A public administrator must always remain focused on the strategic vision and the long-term mission of the agency or organization. Staff members can become narrowly obsessed with the day-to-day operations of the agency, but count on their leaders to understand the five, 10 and 20-year plans. It is important to remember that the agency or organization was often around long before the public administrator arrived, and will remain in operation long after the administrator leaves.
Conceptual Skill:
Business magnate Chester I. Barnard argued the importance of conceptual skill when he wrote: “…the essential aspect of the [executive] process is the sensing of the organization as a whole and of the total situation relevant to it.” What he means is that leaders must always be able to see how any one action or decision affects every part of the company or organization. Staff members may only see as far as their department or shift; leaders must always see beyond those limits.
Attention to Detail:
As important as it is for leaders to see the big picture and think strategically, it is equally important for them to pay attention to the details. This does not mean that leaders have to be involved in every minor decision, or undermine the decisions of subordinates; rather, leaders must remain aware of the activities of their staff and the status of projects, allowing autonomy whenever possible.
Delegation:
There is a fine line between delegating tasks to staff and shirking from responsibilities, knowing subordinates will take up the slack. Great public administrators navigate this distinction by assigning not just tasks, but clearly defined spheres of influence where staff members have authority to make decisions. Delegating tasks and responsibilities in this manner empowers staff members to grow in their positions, preparing them for future leadership positions.
Grow Talent:
Internal promotions save companies and organizations thousands of dollars over adding outside hires. A public administrator must be able to take existing talent within the organization, nurture it, and place staff members in positions where they can be successful. Public administrators must be careful not to stifle staff growth by becoming overbearing or forcing staff members into positions for which they are ill suited.
Hiring Savvy:
Many people enter public service because they have a deep desire to make their community a better place; however, desire and skill do not necessarily go hand in hand. Public administrators can set their agency or organization up for success from the very beginning by hiring the right people for the right jobs at the right time. Great administrators take measured risks, knowing that one bad hire can have negative ripple effects through the rest of the organization.
Balance Emotions:
Almost every person experiences extreme emotions at one time or another, and those emotions can be harnessed for good or ill by leaders. Great leaders funnel emotions, like rage, anger and happiness, into positive action that drives change. Poor leaders use emotions as an excuse to lash out at staff members, creating uncomfortable working conditions.
Creativity:
In most circumstances, public administrators work on shoestring budgets with short deadlines and difficult, seemingly impossible, objectives. Those drawn to public administration thrive on those unique challenges, and use the restrictions as a way to showcase their creativity. Public administrators are able to come up with creative solutions to complex problems, usually by seeing an issue from a new perspective or by innovating a new approach to the solution.
Digital Communication Experience:
Social media and digital communication platforms, such as email and video, are cornerstones of modern communications. While leaders in for-profit organizations are responsible to shareholders, they have much more freedom to determine when and where they will communicate. Public administrators are beholden to the people, and may be held accountable for their actions at any time. Successful administrators exhibit excellent digital communication skills, especially communication via social media.
Public administrators choose their profession because of their love of service and their desire to make their communities a better place. These 10 traits can transform inexperienced administrators into tremendously successful ones.