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Leadership Theories and the Importance of Beliefs and Values.

Extracts from this essay...

Introduction

UNIT - M5.04 DEVELOPING THE MANAGER... AS A CRITICAL THINKER... ASSIGNMENT ILM LEVEL 5 GEMAL COLLEGE -RIKAS RAFEETHU- CONTENTS.... PAGE NO. 1. INTRODUCTION............................................... 03 2. VALIDITY AND APTNESS OF WIDLEY USED......... 04 LEADERSHIP THEORIES 3. DIFFERENCE BETWEEN VALUES, ATTITUDES...... 07 AND BELIEFS 4. REFLECTION OF OWN BELIEF, VALUES AND....... 08 ATTITUDES ON OTHERS 5. LEADERSHIP BELIEF THAT SUPPORTS ............... 10 HIGH PERFORMANCE 6. LEADERSHIP BELIEF THAT SUSTAINS POOR......... 11 PERFORMANCE 7. CONCLUSION................................................... 11 8. REFERENCE ..................................................... 12 INTRODUCTION.... DEVELOPING THE MANAGER AS A CRTICAL THINKER... This assessment will be covering the following criteria's in this module 1. validity and aptness of widely used leadership theories 2. different between values, attitudes and beliefs 3. how the own belief , attitudes and values reflects on others behaviour VALIDITY AND APTNESS OF WIDELY USED LEADERSHIP THEORIES The human relations and human factors approaches were absorbed into a broad behavioural science movement in the 1950's and 1960's. This period produced some influential theories on the motivation of human performance. For example, Maslow's hierarchy of needs provided an individual focus on the reasons why people work. He argued that people satisfied an ascending series of needs from survival, through security to eventual 'self-actualization'. In the same period, concepts of job design such as job enrichment and job enlargement were investigated. It was felt that people would give more to an organization if they gained satisfaction from their jobs. Jobs should be designed to be interesting and challenging to gain the commitment of workers - a central theme of HRM.

Middle

in terms of qualities such as honesty, integrity and openness which when people are asked what are their values tend to be the main values. Attitudes are the established ways of responding to people and situations that we have learned, based on the beliefs, values and assumptions we hold. How we respond to situation and our behaviour can reflect our attitude. However we can control our behaviour in away that does not reflect our beliefs and values. Which in order to embrace a diverse culture and behaviours as a successful manager we have to adapt out behaviour in a positive manner. Summary... 1. Beliefs are concepts that we hold to be true. 2. Beliefs may come religion, but not always 3. Values are ideas that we hold to be important. 4. Values govern the way we behave, communicate and interact with others 5.Beliefs and values determine our attitudes and opinions. 6. An attitude is a point of view about a situation. 7. An attitude has three components. An attitude is made up of; * What you think. * What you do. * What you feel. HOW THE OWN BELIEF, ATTITUDES AND VALUES REFLECT ON OTHERS BEHAVIOUR... Emotions are "the glue" that connects people to one another. They are the foundation of your ability to understand yourself and relate to others. When you are aware and in control of your emotions, you can think clearly and creatively; manage stress and challenges; communicate well with others; and display trust, empathy, and confidence.

Conclusion

Ability and opportunity for each staff member to self manage - should they and could they? Best to base decisions on honesty and trust - otherwise discussions and outcomes will be based more upon false beliefs and assumptions. Many people need the answers to be black and/or white as it is easier to understand and appreciate - but sometimes the answers cannot be that simple Leadership beliefs that contribute to or sustain poor performance Needing to know beliefs of each member of staff? - is that more important than all your staff knowing your beliefs? There's a Machiavellian style of leadership by some ... not advocating that this works! Impossible to truly know and understand the belief's of each member within your team (sometimes they don't know themselves). Are mistakes permitted - does the style of the leader and environment you work within allow for this (safe environment?) We have a choice - if we stay we abide by the 'rules' - if we choose not to abide then we can decide to leave or that decision will be made for us. Different environments can determine different outcomes. People react to pressure/stress/fear differently - for some it may be challenging. For others it may be stimulating CONCLUSION.. Beliefs about how others perceive you - if I do it this way, how will I be seen? By learning to recognize, manage, and deal with your emotions, you'll enjoy greater happiness and health, as well as better relationships REFERENCE... 1. http://www.oppapers.com/essays/Beliefs-Attitudes-Values/152991 2. http://www.differencebetween.net/language/difference-between-values-and-beliefs/ 3. http://psychology.about.com/od/leadership/p/leadtheories.htm 4. Gemal college ILM L-5 Module m5.04 slide- Mr.Anthony ?? ?? ?? ?? 1

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