WHU Otto Beisheim School of Management
|Learning objectives|| |
After you have completed this module, you will be able to:
Chapter 1: What is leadership?
Chapter 2: What do effective managers do?
Chapter 3: What do effective leaders do?
Chapter 4: How do effective leaders lead themselves?
Chapter 5: Conclusion
Why Open School of Management believes that competences in leadership are important
Leadership and management are related but distinct aspects of successful business practices today. A vibrant leader demonstrates responsibility, courage, and vision in organizing and directing the framework within which a business operates. A qualified leader is willing to make periodic modifications as dictated by shifting industry patterns and market trends.
Conversely, managers oversee an operation and maintain supervisory capacity to ensure productivity and efficiency. They monitor processes as well as people, troubleshooting problems and motivating employees to work toward win-win outcomes. These roles are complementary, and yet each requires differing competences that can be learned through study, observation, and experience.
Understanding the ways in which these roles coalesce and diverge in order to effectively govern an organization is the focus of this course. A business is unable to flourish if leaders and managers are uncertain about who should do what. They must work together in parallel but differing roles to establish a business brand for the organization so it can maintain a medial presence to secure an appropriate market niche and move toward sustainable goals.
Overview of the module
This course is designed to provide information about leadership and managerial qualities that can help an organization to enjoy good health and ongoing growth. The general learning outcomes indicated below are designed to help you understand the qualities of effective leadership and best practices in contemporary management strategies. You will also develop an awareness of how to mentor, guide, and inspire others in building organizational departments and project teams with immediate and long-term benefits for all.
Chapter 1, "What is Leadership?", analyzes the concept of leadership. There are various types of leaders, such as the servant leader or the Machiavellian model. Throughout history, distinctive leaders have periodically emerged to leave an unforgettable legacy in their wake. Some were enormously positive in their milieu and remain so in ours; Martin Luther King, Jr., comes to mind. Others, however, were self-serving and short-sighted, and occasionally extremely destructive, like Adolf Hitler. Examples from the spectrum of historical leadership will be compared and contrasted. Chapter 1 also examines the difference between leadership and management. While both roles require someone to step up and take charge, the actual duties of each role will significantly differ. The paths to becoming a leader will be analyzed, as there is more than one way to cultivate leadership potential. Some take the traditional route of education, while others work their way through the ranks by perseverance and diligence. This segment looks at qualities that are common among successful leaders, and how those traits are identified and embraced. The final part of this chapter discusses common leadership myths. For example, a popular belief is that someone who steps into a leader's role must cut off all ties with former colleagues who now become subordinates. However, the transition from peer to authority requires sensitivity and finesse.
Chapter 2, "What Do Effective Managers Do?", explores the specific tasks handled by most managers on a routine basis, such as organization and prioritization of employees' workload, trouble-shooting, and incentives with rewards. Managers typically work in the trenches alongside their departmental or team colleagues to process daily workload activities and meet company goals. The manager is required to take responsibility for quality control to ensure that everything works as it should. Managers also analyze processes to see if they can be improved upon as well as look for signs of trouble that can be prevented. Being able to motivate employees by offering incentives, acknowledgement, gratitude, and rewards is an equally important function of a managerial position.
Chapter 3, "What Do Effective Leaders Do?", studies the personal characteristics of a visionary leader at work. The ability to develop a long-range vision for the organization and share it with employees to motivate their willingness to embrace it wholeheartedly is a special quality implicit in leadership. A thoughtful leader must be able to entertain both positive and negative visions for the company and steer the organization toward one while avoiding the other. In creating a visionary outlook that will be persuasive to others, it helps if a leader is charismatic. Not everyone is that way naturally. It may require effort or training to become personable in ways that will inspire employees' trust in the leader's vision. Motivational speeches, which are the hallmark of a good leader's communication style, should be able to naturally flow from one point to the next in a clear manner. A charismatic speech will seem to effortlessly transition through a series of interlocking ideas that the audience can readily follow. Rhetorical strategies will be used that appeal to each particular group of listeners. Creative thinking and critical responses will result, moving important discussions forward toward devising and implementing new goals and strategies for continued or improved success. Two characteristics of note in charismatic speeches are the speaker's ability to demonstrate care and concern for the audience's needs, as well as the ability to bring about desired or needed change.
Finally, Chapter 4, "How Do Effective Leaders Lead Themselves?", looks inward at the internal motivations and inclinations of those in leadership roles. How they became leaders, what they hope to accomplish, and how they will meet goals are some of the questions to be addressed in this segment. Effective leaders are others-centered. They work to enhance the well-being of an organization and its employees. A leader who focuses on personal goals above those of the company is doomed to failure.
The last segment of this course will wrap up the major conclusions of each chapter with summaries and by addressing final questions. Principles of effective management and leadership will be refined, and the leadership and managerial roles clarified, along with their respective value to an organization.
Participants will better understand the definitions of leader and manager, along with their respective roles and duties. They will also be able to explain some of the myths associated with moving into leadership. The qualities and advantages of a personable leader and charismatic speech will be understood.
Return to HR Management (MH modules).