Leadership styles of Mahatma Gandhi and other leadership styles?
What are the leadership styles of Mahatma Gandhi?
Please provide an example of this.
What is a ‘follower-centric’ leadership style?
give one example of someone using a follower-centric style leadership
- From Mahatma Gandhi to Winston Churchill to Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Fortunately, businesspeople and psychologists have developed useful and simple ways to describe the main styles of leadership, and these can help aspiring leaders understand which styles they should use.
So, whether you manage a team at work, captain a sports team, or lead a major corporation, which approach is best? Consciously, or subconsciously, you’ll probably use some of the leadership styles in this article at some point. Understanding these styles and their impact can help you develop your own, personal leadership style – and help you become a more effective leader.
With this in mind, there are many different frameworks that have shaped our current understanding of leadership, and many of these have their place, just as long as they’re used appropriately. This article looks at some of the most common frameworks, and then looks at popular styles of leadership…
1-6 Sri Lanka, Culture, History, Leadership in Political & Social Science Perspectives – 25.12. 2009
Vetaran actor Jackson Anthony describes Sri Lankan culture in depth and its leadership styles in social science and political science perspectives. The discussion is held in Sinhala language and its contents give indepth of Sri Lankan culture, history and its prefered leadership style.
Duration : 0:6:26
Leadership Styles For New Leader Success
http://www.LeadershipMentor.com Understanding when and how to apply different leadership styles is key to creating a strong team.
Duration : 0:7:8
Five Kinds Of Leadership Styles
The leadership management Site: http://leadership.audioesl.com
Leadership style is an approach of giving direction, motivating people and implementing plans. As there are many leaders, there are different leadership styles. A good leader uses the right leadership style according to the situation. Whatever may be the situation, bad leaders tend to use only one style. Following are the different relationship styles
For more information, audio, video, and ebooks about leadership visit our website at http://leadership.audioesl.com
Duration : 0:4:21
Dr. Barnsley Brown on Counterproductive Leadership Styles
http://www.spirited-solutions.com
Dr. Barnsley Brown explains how NOT to be a leader and why we need to pay attention to counterproductive leadership styles.
leadership program at the Arts Center in Carrboro, NC. Fall 2009.
Duration : 0:1:4
MANAGEMENT THEORY QUESTION STYLES OF LEADERSHIP?
"Toyota’s tough boss"
Hiroshi Okuda is not afraid to speak his mind or impose radical change in an organisation. And because of these traits, he is memorable at Toyota Motor Corporation www.global.toyota.com where he is the chairman of the board. Prior to becoming chairman, Okuda served as Toyota’s president – the first non-family member in over 30 years to head the company. He also is unusual among other Japanese executives because, in Japan, executives are supposed to be unseen. Okuda justifies his outspoken and aggressive style as being necessary to change a company that had become lethargic and bureaucratic.
Okuda moved ahead at Toyota by taking jobs that other employees did not want. For example, in the early 1980s the company was trying to build a manufacturing facility in Taiwan, but the Taiwanese government’s demands for high local content, technology transfer and guaranteed exports convinced many at Toyota that the project should be scrapped. Okuda thought differently. He successfully lobbied for the facility in the company, and it is now very profitable for Toyota. As Okuda noted, ‘Everyone wanted to give up. But I restarted the project and led it to success.’ His drive and ability to overcome obstacles were central to his rise in the company’s hierarchy. When Okuda ascended to the presidency of Toyota in early 1995, the company was losing market share in Japan to both Mitsubishi and Honda. Okuda attributed this problem to several factors. Toyota had been losing touch with Japanese customers for years. For example, when engineers redesigned the Corolla in 1991, they made it too big and too expensive for Japanese tastes. Then, four years later, in an attempt to lower costs significantly, they stripped out so many features in the car that the Corolla looked too cheap. Competitors, on the other hand, had also done a much better job of identifying the boom in recreational vehicles – especially the sport-utility market. Toyota’s burdensome bureaucracy also bothered Okuda. A decision that took only five minutes to filter through at Suzuki Motor Corporation would take upwards of three weeks at Toyota.
In his first 18 months on the job, Okuda implemented some drastic changes. In a country where lifetime employment is consistent with the culture, he replaced nearly one-third of Toyota’s highest-ranking executives. He revamped Toyota’s long-standing promotion system based on seniority, adding performance as a factor. Some outstanding performers moved up several management levels at one time – something unheard of in the history of the company.
Okuda also worked with the company’s vehicle designers to increase the speed at which a vehicle went from concept to market. What once took 27 months was shortened to 18 months. And now the company is making a custom car within five days of receiving an order.
Finally, Okuda is using the visibility of his job to address larger societal issues facing all Japanese businesses. For instance, he accused Japan’s Finance Ministry of trying to destroy the car industry by driving up the yen’s value. And he has been an audible voice in the country, condemning the lax lending practices that forced Japanese banks to write off billions of dollars in bad loans and led, in part, to that country’s economic crisis in the late 1990s and early 2000.
Unfortunately, some of Okuda’s action may have backfired. It has been suggested that the reason he was removed as president of the company in June 1999 was that he had overstepped the boundary at times by his blunt demands for change; and his refusal to bail out other members of the Toyota keiretsu may have offended the founding Toyota family. However, even though he was no longer president, his strategic leadership helped him to be appointed to the chairman’s job.
QUESTIONS
1. How would you describe Hiroshi Okuda’s leadership style? Cite specific
examples supporting your choice.
2. When a company is in crisis, do you believe that a radical change in
leadership is required to turn the company around? Support your position.
3. Would you describe Okuda’s leadership style as (a) charismatic, (b)
visionary, and (c) culturally consistent with Japanese practices?EXPLAIN.
do ur own damn homework lazy lard
Executive Leadership and Business Performance
Executive leadership and Business Performance
Speakers:
Bill Campbell, Chairman of the Board, Intuit
Gordon K. Davidson, Chairman, Fenwick & West, LLP
Daniel Denison, Professor of Management and Organization, IMD; CEO, Denison Consulting
Kavin Stewart, Co-founder & CEO, LOLapps
Moderator:
Rebecca Turner, Professor of Organizational Psychology, MGSM, Alliant International University; Owner, Turner Consulting Group
Efficiency and productivity are strategic imperatives in every corner of industry—from energy consumption to business processes and everything in between. How any and everything connects to the bottom line is fair game for scrutinyor is it?
What about the effects of executive leadership style and resulting corporate culture? Do certain leadership styles have a competitive edge? Could CEO as brand actually kill a company? Which Silicon Valley companies are best positioned for success, and which could be at a disadvantage? Join us for an insightful and spirited discussion about the psychology of executive leadership style and corporate culture, and their effects on business performance.
Bill Campbell is Chairman of the Board and former CEO of Intuit and has been on Apples board since 1997. He is known in Silicon Valley as The Coach for his legendary counsel to organizations such as Apple, Google, and Kleiner Perkins. Campbell also worked as VP of Marketing at Apple, CEO at Claris and GO Corporation, and head coach of Columbia’s football team.
Gordon Davidson is a Partner in the Corporate Group and Chairman of Fenwick & West LLP. He advises high technology companies, including networking, computer software and electronics companies, as well as clean technology and life sciences companies. He is one of three leading lawyers in Silicon Valley, named on Forbes Magazine’s Midas List as one of the top 100 venture capital deal makers in every year the list has been published.
Daniel Denison is Professor of Management and Organization at IMD, a leading business school in Lausanne, Switzerland rated #1 in the world in 2008 by the Economist for its MBA. He is also CEO of Denison consulting. Denisons decades-long studies of organizational culture and business performance are used by thousands of people around the world.
Kavin Stewart is co-founder and CEO of LOLapps, a 2008 startup developing tools for users to create, personalize and share customized applications on social networks. Now profitable and hiring, Stewart attributes part of the companys success to its corporate culture, created deliberately for a new generation of employees.
Rebecca Turner (moderator) is Professor of Organizational Psychology, Marshall Goldsmith School of Management, Alliant International University. She is also owner of Turner Consulting Group and Chair of the Division of Industrial/Organizational Psychology for the California Psychological Association.
Duration : 1:24:40
What leadership styles do different presidents have?
John F. Kennedy?
President Obama?
George W. Bush?
Kennedy led with his charm and good looks.
Obama leads with his intellect and professorial demeanor.
Bush led wherever Dick Cheney told him to.
Bill George on new leadership styles
Bill George, former CEO of Medtronic and author of Authentic Leadership, describes old vs new styles of leadership. Bill a is a Maverick of The Management Innovation Exchange (The MIX), where management innovators come together to share their ideas and ideals. It’s time to reinvent management; you can help. To join the conversation, go to www.managementexchange.com.
Duration : 0:2:59