Copyright © 2024 Pearson Education, Inc. All rights reserved 1 Solution Manual For Art and S cience of Leadership, The, 8th Edition of Afsaneh Nahavandi Chapter 1-10 Chapter 1 LEADING IN A TURBULENT WORLD: DEFINITIONS AND ROADMAP This chapter introduces students to the concept of leadership and leadership effectiveness by providing working definitions and limitations of the concepts. The applicability and limitations of existing models and theories are discussed. Obstacles to effe ctiveness and the differences between leadership and management are presented. Roles and functions of leaders are outlined followed by a discussion of the fast changing and turbulent environment that leaders and organizations face . The chapter ends with a presentation of the THINK -KNOW -DO (TKD) roadmap that is used a s framework for the book and for leaders to learn and grow. Leadership Question : Focusing on the task or on people? I. Definitions (LO1 – AACSB Analytical thinking) A. Who is a Leader? A leader is any person who influences individuals and groups within an organization, helps them establish goals, and guides them toward achievement of those goals, thereby allowing them to be effective. Figure 1.1: Four Critical elements of leadership Group and social phenomenon Interpersonal influence Goal directed Hierarchy B. When is a Leader Effective? 1. An integrative definition Leaders are effective when their followers achieve their goals, can function well together, and can adapt to changing demands from external forces. Goal achievement Smooth internal processes External adaptability Chapter Overview Chapter Outline Copyright © 2024 Pearson Education, Inc. All rights reserved 2 C. Leaders and Managers (LO2 – AACSB Anal ytical thinking) "Manager" is a formal title created during the industrial revolution to designate those in charge of organizing the work of others. Managerial functions include planning, organizing, leading, and controlling. Managers are defined by thes e functions; leadership is more about people . Table 1.1: Managers and leaders THE LEADERSHIP QUESTION – REVISITED Focusing both on the task and on people, as well as keeping an eye on the big picture, are part of what leaders must do to be effective. What works depends on the leader, the followers, and the situation. Leadership is complex and requires a complex approach . Critical Thinking: Managers and leaders II. Roles and Function of Leaders (LO3 – AACSB Analytical thinking) A. Why do we Need Leaders? Bring people together Make sense of the world Be a romantic ideal LEADING ACROSS CULTURES: UBUNTU (AACSB Diverse and multicultural work environments) Ubuntu has been described as a pan -African leadership approach that spans the very diverse countries and cultures of the African continent . Ubuntu’s key principle is: “I am here because you are .” It provides and interdependent view of society . The group and collective take priority over the individual . Key elements include : – Mutual dependence and unity – Compass ion – Conformity to the group – Generosity The focus of the leader is to contribute to the well -being of the collective . B. What do Leaders do? Leadership roles include providing a vision and a mission and setting the course and strategy for achieving the goals of their organization. Figure 1.2: Leadership roles STEPPING INTO LEADERSHIP: HOW NOT TO FEEL OVERWHELMED (AACSB Application of knowledge) Stepping into a leadership role for the first time can be a challenging. While continuing to focus on performing well, new leaders can address some of the challenges by: 1. Delegating and engaging their team members 2. Connectin g with peers and mentors 3. Seeking help and advice from multiple sources, including their supervisor Copyright © 2024 Pearson Education, Inc. All rights reserved 3 4. Prioritizing tasks rather than trying to do too much 5. Taking a step back to reflect and maintain perspective III. A Turbulent Context (LO4 – AACSB Analytical thinking) VUCA is an acronym for Volatility, Uncertainty, Complexity, and Ambiguity. It is used to describe the environment that organizations face. LEADING IN CHANGING TIMES: FEYZI FATEHI WANTS TO DISRUPT THE WORLD FOR THE BETTER (AACSB Integrating real -world business experiences) A. Factors fueling turbulence and change Figure 1.3: Factors fueling change 1. Environmental, political , and technological factors 2. Demographic factors and social movements Critical thinking: Facing VUCA 3. Impact of VUCA on organizations Both leaders and organization must look for creative and innovative ways to be effective. IV. Learning to Lead: The THINK -KNOW -DO Roadmap (LO5 – AACSB Analytical thinking) A. Obstacles to Leading Effectively Focus ing on immediate or short -term results Punishing experimentation and failure Falling back on old ideas Divide between research and practice B. New Approaches to Leading The current leadership context is more focused on results than control. There is a need to remain flexible and use all resources to address constant change and the VUCA environment . Figure 1.4: Control v. Results -oriented leadership C. The Think -Know -Do Roadmap The Think -Know -Do (TKD) roadmap suggests that to develop and learn to lead, leaders must have self -awareness of their own thinking, culture, biases, abilities, weaknesses, and strengths. They must be able to THINK systematically and critically about the situations they face. They must acquire KNOWledge and information from a broad variety of sources regarding leadership and the world around them, and practice and implement what they have learned, to be able to DO the complex tasks required of leaders. Figure 1.5: A roadmap to effective leadership: THINK -KNOW -DO Copyright © 2024 Pearson Education, Inc. All rights reserved 4 Applying What You Learn: Leadership Basics Leadership is a long -term journey rather than a destination , and emphasizes learning. Basic leadership factors include: finding your passion, learning about yourself, experimenting with new situations, getting comfortable with fail ure, paying attention to the environment, and keeping a sense of humor. V. Summary VI. Key Concepts End of chapter wrap up – The TKD roadmap to more effective leadership: What did you learn? THE LEADERSHIP QUESTION – Some leaders are focused on getting things done while All the end of the chapter activities and materials address AACSB Application of knowledge . What Do You Do? The short scenario illustrates the ongoing challenges organizations and leaders face in adapting to new leadership models that recommend participation, openness , and flexibility. While many organizations state such approaches as their practice or their goal, many continue to implement more traditional models that may not fit w ell with some employees and managers. As a practical matter, one leader, especially one who is not at the highest levels of an organization, cannot push for rapid change. The most reasonable approach is to “nudge” for small changes, demonstrate their succe ss and build on such success. In some cases , though, organizations and their leaders do not welcome change. If there is no room for change, employees need to reevaluate the fit between them and the organization. In summary: • Focus on performance and doing your job the best you can • Give yourself time to establish your credibility and develop your network • Approach your boss/supervisor with ideas that provide solutions to problems • Focus on ”nudging” for small changes and demonstrate their success • If all attem pts fail, reevaluate fit and consider looking for other positions • Maintain professionalism and contact – do not “burn your bridges” Leadership Challenge: Moving to Leadership The leadership challenge for this chapter focuses on the challenges people face when they move to a leadership role. The dilemma is how to maintain existing relationships with those who used to be your equals while establishing authority and fulfilling leadership roles. This is a common challenge that many students face as they are pr omoted to supervisory positions, often over their friends or individuals who are much older than they are. End-Of-Chapter Activities and Materials
