QUESTION 1 - Management and leadership are not the same.

Explain

Management is about planning systematic way of making people and technology work
proficiently while leadership creating those systems and looking for opportunities to improve. A
manager relies on control whereas a leader inspires trust. This is because, managers are required
by their job description to establish control over employees which, in turn, help them develop their
own assets to bring out their best. Leader, on the other hand, a person who pushes employees to
do their best and knows how to set a right step and tempo for the rest of the group. Management
are afraid to take the failure by trying to avoid it however, leadership try to face the failure together
by looking for the solution. A manager organizes while leader invents or innovates. A manager is
someone who generally only maintains what is already established. The manager relies on control
by watch the bottom line though controlling employees and workflow in the organization and
preventing any kind of chaos while leader of the team comes up with the new ideas the
organization’s shift or transition to a forward-thinking phase. A leader always has his or her eyes
set on the horizon, developing new techniques and strategies for the organization. A leader has
immense knowledge of all the current trends, advancements, and skillsets and has clarity of
purpose and vision. Example of people who being a true leadership to the Malaysia is Tun Dr
Mahathir Mohamad, our Prime Minister.

Figure 1: Former prime minister Tun Mahathir

Mohamed showing his new book Dr Mahathirs
Selected Letters To World Leaders, Volume Two at
the launch in Putrajaya. Photo: The Star/W Mohd
Sahar Misni
QUESTION 2 - What does empowerment mean? Elaborate

Figure 2 : Empowerment on Employee

A management practice of sharing information, rewards, and power with employees so that they
can take initiative and make decisions to solve problems and improve service and performance.
Empowerment is based on the idea that giving employees skills, resources, authority, opportunity,
motivation, as well holding them responsible and accountable for outcomes of their actions, will
contribute to their competence and satisfaction. For example Google. A world leader for
innovation, it is no surprise that Google go to great lengths to provide a creative and inclusive
work environment.

Figure 3 : Google Cafe

Google Cafes encourage individuals to interact with people from other departments, promoting
shared ideas for both work and play. They also allow engineers to spend 20% of their working
week on projects that interest them personally. This is a great way of encouraging employees to
explore them own ideas and bring new services and products to the company.
QUESTION 3 - Describe the Vertical Linkage Model.

The vertical linkage model is a framework for understanding workplace leadership that focuses on
the interactions between the leader (manager) and his or her subordinates. It states that two types
of relationships develop and it categorizes the relationships into two subgroups. The in-group is
the leader's inner circle. Its members are entrusted with higher levels of responsibility and a greater
degree of influence over the leader's decision making. The in-group also has better access to
resources. The out-group consists of those who have failed to curry the leader's favor. They have
less influence on the leader's decisions, less responsibility and less access to resources. Although
the theory gives useful insights on the factors that drive the relationships between leaders and
subordinate group members, it also falls short in some notable ways. Every supervisor except for
the person at the very top of the organization chart also serves as a subordinate to someone else.
In the typical business school, for example, a department chair supervises a set of professors. The
department chair in turn is a subordinate of the dean.
QUESTION 4- Describe the leader member exchange (LMK) relationship

An individualized leadership model that explores how leader-member relationship develop over
time and how the quality of exchange relationships impacts outcomes. Is the two-way relationship
Leaders have with subordinates. According to the theory, leaders form different kinds of
relationships with various groups of subordinates. One group, referred to as the in-group, is favored
by the leader. Members of in-group receive considerably more attention from the leader and have
more access to the organizational resources. Besides, they give employee interesting assignments,
may allow employee to choose assignment. Sometimes defers to subordinate’s opinion. They listen
to employee suggestions and ideas about how work is done. By contrast, other subordinates fall
into the out-group. These individuals are broke by the leader. As such, they receive fewer valued
resources from their leaders. Assign primarily routine jobs and employee closely. Out group
usually imposes own views. They focuses on areas of poor performance.

QUESTION 5 - Describe the Path-Goal Theory

The Path-Goal model is a theory based on specifying a leader’s style or behavior that best fits the
employee and work environment in order to achieve a goal. The leader’s responsibility is to
increase subordinates’ motivation to attain personal and organizational goals The path-goal theory
can best be thought of as a process in which leaders select specific behaviors that are best suited
to the employees’ needs and their working environment so that they may best guide the employees
through their path in the obtainment of their daily work activities (goals). The Path-Goal Theory
goes on to state that leaders must be able to adapt their leadership traits and behaviors based on
the needs of their employees and the situation, itself. In essence, they must adopt one of these four
leadership types in order to help their employees reach their goals and objectives. The four
leadership styles are directive leadership, supportive leadership, participative leadership and
achievement oriented leadership. A directive leader lets subordinates know what is expected of
them, gives guidance and direction, and schedules work according to the expectation. A supportive
leader is friendly and approachable. He is concerned for the subordinate welfare and treating
members as equals. A participative leader always consults with subordinates, asks suggestions,
and allows participation in decision making. An Achievement oriented leader sets challenging
goals and expects subordinates to perform at high levels. Encouraging subordinates and showing
confidence in subordinates’ abilities is necessary for him.

QUESTION 6 – When can leadership substituted? Discusses.

The leadership substituted developed by Steven Kerr and John M. Jermier in 1978 proposes
that several situations factors can neutralize or substitute for leader behavior. They set the limit of
leadership behavior inefficient and irrelevant under certain circumstance. Leader substitutes may
be situational or organizational factors (such as job design, or a cohesive work group) or follower
characteristics (such as ability, training and previous experience). Well-designed jobs that provide
clarity, meaning and intrinsic motivation should require little guidance and inspiration from a
leader. A wide variety of individual, task, and organizational characteristics have been found to
influence relationships between leader behavior and subordinate satisfaction, morale, and
performance. Some of these variables (for example, job pressure and subordinate expectations of
leader behavior) act primarily to influence which leadership style will best permit the hierarchical
superior to motivate, direct, and control subordinates.
QUESTION 7 – How do value affects leadership? Explain.

Values are the essence of who we are as human beings. Our values get us out of bed each
morning, assist us choose the work we do, the company we keep, the relationships we build, and
ultimately, the groups and organizations that we lead. Our values have an impact on each and every
decision and move we make, even to the point of how we choose to make our decisions. Value is
also affect leadership.

Values provide a basis for leaders to differentiate between right and wrong. Values guide
leader decisions. As a leader, they have many decisions to make those that impact just their self,
and those that influence many others. As leaders, they have many decisions to make those who
influence themselves, and those who influence many others. The decision whether large or small,
can be made faster, easier and with greater confidence when you start with your values.

Values play an important role in interpersonal relationships .Values strengthen leader

ability to influence. When the leader communicate from their values it will connect to their
passions. When leader speak with passion, people are drawn to him or her, are more likely to hear
their message and leaders will be more successful in persuading and influencing.

Values also reduce stress. As a leader it is doubly important because stress is contagious, it infects
those around them. When the decisions are made faster, communication is easier and they are clearer about
things and they will have less stress. Leaders may not have thought about values in this way in the past,
however, it is completely true that living from their values is a wonderful way to reduce stress.
QUESTION 8 – What is the importance of the “whole brain” concept? Discuss

The Whole Brain Model was developed by Ned Herrmann is that the one technique that it
is used for analysing personal and organizational thinking preferences to better benefit from all of
the thinking available to them. Beside, Whole brain thinking is a process that includes both the left
and right sides of the brain. It acknowledges that while different tasks require different mental
processes, and different people prefer different kinds of thinking, organizations will get better
results when they can strategically leverage the full spectrum of thinking available.

The model offers practical descriptions of the diversity of cognitive styles that managers
and team leaders can use to understand human differences. Each person has thinking preferences,
some strong, others intermediate. Those preferences develop into dominance, and without the
awareness of those preferences, you may fall victim to blind spots when it comes to other people’s
ways of thinking. But Whole Brain Thinking reminds us that everyone has access to all four ways
of thinking.

Next, experimental part, are being use once leader attempt to experiment the product, or
the things and knew the consequence. Practical part of brain are being used for people that not tied
up with theory, this kind of people only understand certain things by doing practical. Applying
Whole Brain Thinking suggests that having the ability to completely leverage one’s own
preferences, stretch to different quadrants once necessary, and adapt to and take advantage of the
preferences of those around you to improve performance and results. Frankly speaking, Whole
Brain thinking help through leadership by made an analytical and analysis a problem given. This
part of brain is being used when there is new problem. Lastly, Relational part are being connected
with interpersonal feeling based kinetic emotional are being used when there is a problem that
related to expressions in works.

QUESTION 9 – What are the implications of emotional intelligence for leaders?

Emotional intelligence or EI is the ability to understand and manage own emotions, and
those of the people around us. People with a high degree of emotional intelligence know what
they're feeling, what their emotions mean, and how these emotions can affect other people. For
leaders, having emotional intelligence is essential for success. After all, who is more likely to
succeed, a leader who shouts at his team when he's under stress, or a leader who stays in control,
and calmly assesses the situation. The implication of emotional intelligence for leader is Self-
awareness, If a leader have self-awareness, they always know how they feel, and they know how
their follower’s emotions and their actions which can affect the people around them. Being self-
aware as a leader in a leadership position also means having a clear picture of their strengths and
weaknesses, and it means behaving with humility.

Secondly, Self-regulation is a leaders who regulate themselves effectively rarely verbally

attack others, make rushed or emotional decisions, stereotype people, or compromise their values.
Self-regulation is all about staying in control. Thirdly, Motivation is needed by a leader to self-
motivated leaders, work consistently toward their goals, and they have extremely high standards
for the quality of their work

Next, Empathy. For leaders, having empathy is critical to managing a successful team or
organization. Leaders with empathy have the ability to put themselves in someone else's situation.
They help develop the people on their team, challenge others who are acting unfairly, give
constructive feedback, and listen to those who need it. Finally, Social skills. Leaders who do well
in the social skills element of emotional intelligence are great communicators. They're just as open
to hearing bad news as good news, and they're expert at getting their team to support them and be
excited about a new mission or project.

QUESTION 10 – how can love be used positively in the workplace? Explain

Love can be used positively in the workplace by love your job and working with job. Employees
have to look at their self, their skill and interest and find something that they happy and enjoy
doing every day. Employees who felt they worked in a loving, caring culture reported higher levels
of satisfaction and teamwork and they showed up to work more often. People who worked in a
culture where they felt free to express affection, tenderness, caring and compassion for one
another, were more satisfied with their jobs, committed to the organization, and accountable for
their performance.

Second, pay attention to the emotions that you expressing to employees every day .Your mood
creates a cultural print pattern for the group. Third, consider how your company policies and
practices can foster greater affection, caring, compassion, and greater tendency among workers.
Avoid negative people and gossip. Find co-workers that you like and enjoy and spend your time
with them. Your choices at work largely define your experience.

Furthermore, love as expressed through gratitude, appreciation, friendship, and support has lasting
power and can deliver energy to the organization. Emotional culture can be based on love or other
emotions, such as joy or pride. Most importantly, though, it is the small moments between co-
workers a warm smile, a kind note, a sympathetic ear day after day, month after month, that help
create and maintain a strong culture of compassionate love and the employee satisfaction,
productivity, and client satisfaction that comes with it.
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