1. Briefly explain the 5 Leadership dimensions and the relative tactics for the 5 dimensions?

LEADERSHIP
Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Leadership in an organizational role involves: (1) Establishing a clear vision, (2) Sharing that vision with others so that they will follow willingly, (3) Providing the information, knowledge, and methods to realize that vision, and (4) Coordinating and balancing the conflicting interests of all members or stakeholders

LEADERSHIP AND STRATEGIC MANAGEMENT

Leadership and management are two functions that are used constantly in organizations. Leadership is one of the components of the directing function of management. Management is the process of assuring that the objective or goals of a team, department or organization are implemented. Leadership, on the other hand, has to do with creating vision, strategies, values and motivating people. The differences between leaders and managers are the way they encourage and motivate the people who work for them. These managers and leaders inspire employees to accomplish something in their work and coach employees to perform well and efficient in their job responsibilities. However, these ways of motivation and learning have different approaches between managers and leaders.

Managers have subordinates that do what they said in the job. Managers have a position of authority in their areas that they manage and delegate with a strong and direct attitude to their subordinates. They think incrementally following policies and procedures by the book doing the things right for the company. Leaders have followers and they always follow their own intuition. They always seek out the truth and make decisions based on facts and have a preference for innovation. Leaders are emotional people, who reflect their decisions in a modern manner than the traditional way. Leaders motivated people giving direction about the visions, strategies, goals and values being the guide rather than a controlling mechanism of policies and procedures. Leaders inspire others to do better by influence in a positive manner.

5 LEADERSHIP DIMENSIONS

These Leadership tools enable the leader to respond effectively to the changing context and situations. Each leadership dimensions involves distinct objectives and tactics. Understanding the objectives unique to each Dimension is critical for determining which Dimension to use in a particular situation. The tactics describe specic actions a leader must take to accomplish that Dimensions objectives.

1. COMMANDING: Talking charge

Commanding is taking charge and seeking immediate compliance to quickly effect a desired result. The primary context in which this Dimension is needed is a genuine crisis, particularly

in turnaround situations or tragedies. In these circumstances, the need for quick decisions, combined with employee insecurities, call for a Commanding approach.
Strategic Objectives To effect a quick result To give clear direction in an emergency or crisis situation To obtain immediate compliance To soothe peoples insecurities Appropriate contexts When facing a genuine crisis or emergency To kick-start a turnaround situation When dealing with a problem employee where other approaches have failed

Building blocks Quickly determining priorities, based on available information Making rapid, often unilateral decisions Issuing clear directives with a brief business rationale

Monitoring for speed of action and compliance Determining and enforcing consequences for failure to comply

2. VISIONING: Pointing the way

Visioning means creating and effectively communicating a clear and compelling picture of a worthwhile future for the group. While visioning is needed in many different business contexts, it is particularly important in times of organizational change. Strategic Objectives To move people towards shared goals/dreams To realize a new opportunity To unite a group around a significant challenge To increase or maintain employee motivation and enthusiasm Appropriate contexts When change requires a new vision When staff are losing or having lost their connection to the meaning and value of the work When group has lost its focus or sense of direction When responding to tragedy or crisis

Building blocks Formulating with the group a compelling picture of a desirable future Continually and consistently communicating the vision Freeing people to take individual and collective action to achieve the vision Recognizing the contribution of individual and group activities in realizing the vision

3. ENROLLING: Getting buy in

Enrolling is creating buy-in and commitment by genuinely seeking input or employing democratic decision-making processes, or both. A skilled use of Enrolling fosters high degrees of employee commitment and leads to high quality decision making and production. Strategic Objectives To gain commitment through participation To increase quality of products/processes To gain information needed for decisions Appropriate contexts When you need to get but-in on a decision or direction When you need to improve quality

When you need others input to make a sound decision

Building blocks Eliciting and genuinely considering input, ideas, and suggestions from group members Implementing others worthwhile ideas Publicly crediting others when their ideas, innovations, or improvements Are adopted facilitating consensus decision making

4. RELATING: Creating harmony

Relating is creating and sustaining harmonious relationships between you and individual staff members, and among staff members themselves. The goal of relating is the creation of harmonious working relationships characterized by mutual trust, respect, and goodwill. The use of the Relating Dimension has tremendous positive payoffs for both the leader and the organization. Strategic Objectives To create harmony To create a sense of togetherness and community To increase the degree and quality of communication, trust, and openness in the group To enhance the informal information networks between groups Appropriate contexts When rifts in a team need healing When communication networks need to be improved or extended When problems in communication or team work are hampering the groups effectiveness or potential When stress is fraying relationships

Building blocks Caring about the well-being of the whole person, not just what that individual can contribute to the organization Providing encouragement and emotional support for the individuals or groups effort Mediating conflicts to achieve mutually agreeable resolutions Conducting effective teambuilding

5. COACHING: Developing people

Coaching is developing an individuals potential and performance while aligning the individuals goals and values with those of the organization. Coaching can be used: Strategic Objectives To connect a persons desires and talents to the groups goals

 To improve quality of production or service by a staff member To extend the groups leadership base Appropriate contexts When an employee wants to improve his or her performance When an employee wants to change behavior that is harming the groups performance When the breadth and depth of the groups leadership needs to be improved

Building blocks Assessing strengths, weaknesses, motivations, and potential of individuals and the team Providing appropriate stretch assignments for professional development Ensuring that effective performance feedback is provided Using appropriate teaching and training methods for individual/team learning Discussing individual career aspirations and plans

2. Which dimensions and tactics would you suggest to be an effective leader in the present day organizational context?
In the modern business leadership plays a vital role in developing and implementing new strategy. The leader should be able to adopt the dimensions according to situation. Each dimensions and tactics are equally important in the implementation of leadership strategy. The leader should be able to shift the leadership dimensions, effective leadership would be adaptable. Great leaders use all five Leadership Dimensions at their disposal--the choice of Dimension is governed by the context and desired outcomes they want to achieve. The masterful use of all five Dimensions is critical to achieving desired results through people's willing participation. Among the 5 dimensions the most important one is commanding. It is one of the most effective methods for achieving goals. The dimension commanding plays a very crucial role in the crisis,. In crisis situation when employees afraid of doing things because of thinking that what will be the consequence. When a leader is commanding the employees will get confidence and influence to do the work properly. The leader must command and control the workers for the work they have to do.