CLASS EXPERINCES

GENIUS HOURS

26/10/2017

Today , we learn about resource management by desiging boxes for putting one sided non confidential papers for re- using.It was good experence through doing this activity.Mainly we learn how to collect resours, time managemnt, how to coordinates with team meambers and so on. Our group were quiet big so at the intiall stage teamwork was difficult but later it was fine. Different ideas where collected. At last we design a box to palce recycling paper.At last we place it in all three level of NZIE and in teachers room .

IMPORTANCE OF EMOTIONAL INTELLIGENCE

The leaders that possesses the emotional intelligence in their trait of leadership are quite great leaders and their working mostly result positively . The leaders with emotional intelligence develop self awareness in them which enables them to establish the effect of emotions on performance .

Such leaders develop an self check of themselves which allow them to recognize their limitations and strengths as well . The another positive factor of this type of leaders is that they emphasise on service orientation as well that is they are able to come to know about requirements of customers and self  confidence is their major quality too .  Managers present with EQ develop others also by giving guidance and feedback for positive outcomes .

Leaders with emotional intelligence can easily manage themselves that is they control their emotions and impulses calm and cool . Moreover , responsibility and management are main features of their quality of leadership along with integrity and honesty . Great leader maintains good building  bonds through their communication skills ,collaboration and visionary leadership . However all the managers are not great leaders but there are only few who are comprised of good director , executive ,  supervisor and of course a manager in combine .

References

http://issbs.si/press/ISBN/978-961-6813-10-5/papers/ML12_148.pdf

Change Management - Does Leadership Style and Culture Matter When Managing Change in an Organisational Context?

Leadership has a very important role to play in managing change. For example, considering one of the most effective change management models, Kotter’s eight step change management model, the first step is creating a sense of urgency, followed by the second step of forming a powerful coalition. The second step can only be implemented by effective leadership, as it takes a responsible person to lead the change by ensuring commitment from people at different management levels (Kotter, 2012). It is the leader who convince people to be part of the change, influence them to overcome their resistance or doubts of the change through communication, interaction and engagement. Since change is a planned activity and a process, leadership has much role to play in ensuring the change goals are achieved (Ajmal et al. 2013).

Similarly, leadership is strongly associated with the corporate culture, as it is influenced by the process of articulating the vision and the setting of organisational expectations (Belias & Koustelios, 2014). Hence, the leadership style and nature have strong effect on how an organisation’s culture is shaped, and therefore have direct effect on how organisational change take place and affect the organisation’s culture. When it comes to the appropriate leadership styles/behaviours required for effective change management, an inspirational and supportive styles are desirable, argue Base & Bejinaru, 2013). Inspirational type of leadership is necessary because it motivates and influence people to become part of the change, as mentioned in the eight-step change model developed by Kotter (2012). Therefore, leadership is an important factor in facilitating change in an organisation.

Reference

Ajmal, S. Farooq, Z. Sajid, N. & Awan, S. (2013). Role of Leadership in Change Management Process. Abasyn Journal of Social Sciences, 5(2), 111-124.

Base, C. & Bejinaru, R. (2013). LEADERSHIP APPROACHES REGARDING THE ORGANIZATIONAL CHANGE. The USV Annals of Economics and Public Administration, 13(2), 146-152.

Belias, D. & Koustelios, A. (2014). THE IMPACT OF LEADERSHIP AND CHANGE MANAGEMENT STRATEGY ON ORGANIZATIONAL CULTURE. European Scientific Journal, 10(7), 451-470.

Kotter, J.P. (2012). Leading Change, With a New Preface by the Author. Boston, US: Harvard Business Press.

Leadership in the 21th Century

21^st century has seen a change in organisational contexts and types fuelled by the advent of globalisation. Firms have become global, and began accommodating people from different places and cultures under one roof. It has also seen the emergence of start-ups in very high numbers. According to Gleeson (2017), this lead to the development of different leadership styles and techniques in the 21st century to match with changing organisational conditions. First of all, contemporary organisations were slow moving, where decisions were taken by very few people at the top, but contemporary organisations operate in a fast and complex environment, demanding more responsive action from leaders (Gleeson, 2017).

As of now, organisations have shifted to an innovation economy (Agbor, 2008), which demand innovation-focused leadership. According to Alsolami et al. (2016), innovation leaders must possess different skills and capacities, in comparison with conventional leaders. According to Agbor (2008), such innovation driven enterprises also need an innovative culture, which can only be managed by a supporting leadership style, often comprising of participative or transformational leadership styles, and very often visionary leadership models. Another development seen by contemporary organisations have been the development of virtual workforce, where workforce is becoming increasingly remote and virtual and leaders are required to have essential skills to manage people working from remote locations, either as mobile workers, or as telecommuters (Lojeski, 2009).

This means, 21^st century leaders must become transparent, accessible, and present, so that employees of different orientations will be able to interact with them (Shermon, 2017).  This may also mean considerable changes in leadership models and styles, as conventional models of authoritative leadership models, or the democratic leadership and such may not be applicable in such cases. Hence, contemporary leadership models must be flexible, accessible, and transparent with a strong focus on innovation.

References

Agbor, E. (2008). Creativity and Innovation: The Leadership Dynamics. Journal of Strategic Leadership, 1(1), 39-45.

Alsolami, H.A. Cheng, K.T. & Twalh, A.A. (2016). Revisiting Innovation Leadership. Open Journal of Leadership, 5, 31-38.

Gleeson, B. (2017). The Future Of Leadership And Management In The 21st-Century Organization. Retrieved from https://www.forbes.com/sites/brentgleeson/2017/03/27/the-future-of-leadership-and-management-in-the-21st-century-organization/#39d10cf2218f.

Lojeski, K.S. (2009). Leading the Virtual Workforce: How Great Leaders Transform Organizations in the 21st Century. New York, US: John Wiley & Sons.

Shermon, G. (2017). Digital Cultures: Age of the Intellect. New York, US: LULU.