Discussion Q1

1. Leaders and managers have similar tasks but with different personalities, points of focus as well as orientation. Leaders and managers are both heads who work for a common goal of success whereby they both attribute their teams to move forward (Roussel, 2013). The other similarity is that good managers must be augmented with good leadership skills and so managers are dependent on leaders. Despite the leaders and managers working for the sake of success, there exists a number of difference between them. Managers control and coordinate their teams in a harmonious way in order to achieve a certain goal. Leaders on the other hand use the ability to influence and motivate their teams for the same purpose. Mangers also are task oriented such that accomplishment of the tasks assigned is prioritized. Leaders are people oriented and therefore the wellness of the people they are leading is their priority. Managers use policies and strategic methods to solve problems while leaders are able to devise new ideas and hence employing creativity in problem solving (Roussel, 2013).
2. Diagnosing requires conceptual skills so that the leaders can understand exactly what is going on in the company. Adapting requires the technical skills so that the available resources can be assessed. Finally the communication competence requires the human skills so that an interactive environment is achieved (Roussel, 2013).
3. Planning is the fundamental function because all the other functions are dependent on planning. Planning involves a managerial task to come up with strategies that will provide a guideline through which the achievement of certain goals shall be reached. The leader or the manager first should examine the issues that are facing the company. The function of organizing involves assigning of roles that a leader does according to how the strategies were planned. The manager or the leader is expected to delegate authority, assign work as well as give the required guidelines to the involved team (Roussel, 2013). Motivation involves the art of encouraging the workers to work to achieve the highest level of productivity. Other interpersonal relationship also included and therefore the employees can have time with their leader. Control is the final function of management and this requires the leaders to evaluate the results that come out of the work done and compare it with the goals of the company. The function also requires the leaders to put corrective measures so that everything comes back into the track (Roussel, 2013).
4. A manager should have technical skills which enable a manager to use equipment processing, human skills which enable a manager to understand the ability of his or her team and conceptual skills as well which enables the manager to understand the overall organization. Diagnosing requires the conceptual skills, adapting requires the technical skills while the communication competence requires the human skills (Roussel, 2013).

Discussion Q2

1. Low level employees results to self control of the employees, there is improved performance, the employees are also assisted in helping each other in terms of need and also the general working environment is made conducive (Adeniyi, 2007).
2. Likert’s casual, intervening allows the managers to visualize the relationship between the worker and managers. They also support leadership depending of the nature of the situation.
3. The three leadership styles include democratic, autocratic and laissez (Adeniyi, 2007). Autocratic leadership involves the making of decisions without consulting the other members of a team, democratic involves the inclusion of all the members of the team while the laissez-faire gives the employees all the freedom they require. The best style is that of democratic because it allows creativity for a quality output (Adeniyi, 2007).

Discussion Q3

1. The factors that affect performance include goal clarity means people must have a clear picture of their goal. Repertoire factor refers to behavior that is expected from the people. The people must have the knowledge of their structure for various situations they encounter (DuBrin, 2012). Feedback is another factor which gives the actual progress of the people. Mental model is a factor that can substitute feedback if it is not available. Motivation is another factor that involves giving encouragement to the workers. Working environment is the other factor that determines the suitability of the working conditions. The last factor is recapitulation which is an environment that is manageable (DuBrin, 2012).
2. Implementing performance management involves planning where goals are penned down. Monitoring is the next step which requires a close surveying of the progress. The last step is rewarding which is a way of motivating the employees for a job well done.

                                                       Pros                                             cons

                                                  Pros                                                           cons

 

 

 

 

Discussion Q4

1. Regressive cycle comes when performance’s effectiveness drops. To recognize it, a leader should evaluate the nature of competition; evaluate personal problem as well as checking the leadership style. To improve, the leader should match the leadership style with the nature of the people he or she is working with (Zigarmi, 2005).
2. The leader is required to evaluate the reasons that might have caused the follower to suddenly increase his capability to R3. On the same knot, the leader should maintain an open communication line so that the follower can become comfortable with the new level of skill (Zigarmi, 2005).

 

 

 

 

 

 

 

 

 

References

Roussel, L. (2013). Management and leadership for nurse administrators. Burlington, MA: Jones & Bartlett Learning.

 Adeniyi, M. A. (2007). Effective leadership management: An integration of styles, skills & character for today's CEOs. Bloomington, IN: AuthorHouse.

 

DuBrin, A. J. (2012). Essentials of management. Mason, Ohio: South-Western/Thomson Learning.

 Carson, M. (2006). Saying it like it isn't: The pros and cons of 360-degree feedback. Business Horizons, 49(5), 395-402. doi:10.1016/j.bushor.2006.01.004

 

Zigarmi, D. (2005). The leader within: Learning enough about yourself to lead others. Upper Saddle River, NJ: Pearson/Prentice Hall.