QUESTION-1

A lot of new managers err in selecting the right leadership styles when they move into
management. Why do you think this happens?

Yes. Many managers make this error. Before that, we have to understand leadership and its
applications.
Good leaders are made not born. If you have the desire and willpower, you can become an
effective Leader, Good leaders develop through a never-ending process of self-study, education,
training, and experience.
To inspire your workers into higher levels of teamwork, there are certain things you must be,
know, and, so on. These do not come naturally but are acquired through continual work and
study. Good leaders are continually working and studying to improve their leadership skills; they
are not resting on their laurels.
When developing your leadership skills, one must soon confront an important practical question.
"What leadership styles work best for me and my organization?" To answer this question, it's
best to understand that there are many from which to choose and as part of your leadership
development effort, you should consider developing as many leadership styles as possible

QUESTION-2
What does this say about leadership and leadership training?

According to this case study, we should know about leadership training and who the employees
want training to enhance their skills. Otherwise, so many errors will be occurred.

Leadership and Training

"Leadership is influencing people to get things done to a standard and quality above their norm.
A doing it willingly."
● As an element in social interaction, leadership is a complex activity involving:
● a process of influence
 ● actors who are both leaders and followers a range of possible outcomes the achievement
of goals, but also the commitment of individuals to such goals, the enhancement of group
cohesion and the reinforcement of change of organizational culture

Leadership Training

While leadership is easy to explain, leadership is not so so easy to practice. Leadership is about
behavior first, and skills second. Good leaders are followed chiefly because people trust and
respect them, rather than the skills they possess. Leadership is different from management,
Management relies more on planning, organizational, and communications skills. Leadership
relies on management skills too, but more so on qualities such as integrity, honesty, humility,
courage, commitment, sincerity, passion, confidence, positivity, wisdom, determination,
compassion, sensitivity, and a degree of personal charisma.
Some people are born more naturally to leadership than others. Most people don't seek to be a
leader, Those who want to be a leader can develop leadership ability. And many qualities of
effective leadership, like confidence and charisma, continue to grow from experience in the
leadership role.
Leadership can be performed in different styles. Some leaders have one style: right for certain
situations and wrong for others. Some leaders can adapt and use different leadership styles for
given situations.
People new to leadership (and supervision and management) often feel under pressure to lead in
a particularly dominant way. Sometimes this pressure on a new leader to impose their authority
on the team comes from above. Dominant leadership is rarely appropriate, however, especially
for mature teams. Misreading this situation, and attempting to be overly dominant, can then
cause problems for a new leader. Resistance from the team becomes a problem, and a cycle of
negative behaviors and reduced performance begins. Much of leadership is counter-intuitive,
Leadership is often more shout serving than leading. Besides, individuals and teams tend not to
resist or push against something in which they have a strong involvement ownership/sense of
control. People tend to respond well to thanks, encouragement, recognition, inclusiveness, etc.
Tough, overly dominant leadership gives teams much to push against and resist. It also prevents
a sense of ownership and self-control among the people being led. And it also inhibits the
positive rewards and incentives (thanks, recognition, encouragement, etc) vital for teams and
individuals to cope with change, and to enjoy. themselves. Leaders of course need to be able to
make tough decisions when required, but most importantly leaders should concentrate on
enabling the team to thrive, which is a 'serving' role, not the dominant 'leading' role commonly
associated with leadership.

QUESTION-3
Which leadership theories, if any could help new leaders deal with this type of transition?

Interest in leadership increased During the early part of the twentieth century. Early leadership
theories focused on what qualities distinguished between leaders and followers, while subsequent
theories looked at other variables such as situational factors and skill level. While many different
leadership theories have emerged, most can be classified as one of eight major types:

1. "Great Man" Theories:

2. Trait Theories:
Similar in some ways to "Great Man" theories, trait theory assumes that people inherit certain
qualities and traits that make them better suited to leadership. Trait theories often identify
particular personality or behavioral characteristics shared by leaders. But if particular traits are
key features of leadership, how do we explain people who possess those qualities but are not
leaders? This question is one of the difficulties in using trait theories to explain leadership.

3. Contingency Theories:
Contingency theories of leadership focus on particular variables related to the environment that
might determine which particular style of leadership is best suited for the situation. According to
this theory, no leadership style is best in all situations. Success depends upon several variables.
including the leadership style, qualities of the followers, and aspects of the situation.

4. Situational Theories:
Situational theories propose that leaders choose the best course of action based on situational
variables. Different styles of leadership may be more appropriate for certain types of
decision-making

5. Behavioral Theories:
Behavioral theories of leadership are based upon the belief that great leaders are made, not bom.
Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental
qualities or internal states. According to this theory, people can learn to become leaders through
teaching and observation.

6. Participative Theories:
Participative leadership theories suggest that the ideal leadership style takes the input of others
into account. These leaders encourage participation and contributions from group members and
help group members feel more relevant and committed to the decision-making process. In
participative theories, however, the leader retains the right to allow the input of others.

7. Management Theories:
Management theories also known as "Transactional theories" focus on the role of supervision,
organization, and group performance. These theories base leadership on a system of reward and
punishment. Managerial theories are often used in business; when employees are successful, they
are rewarded; when they fail, they are reprimanded or punished.

8. Relationship Theories:
Relationship theories (albo known as "Transformational theories") focus upon the connections
formed between leaders and followers. These leaders motivate and inspire people by helping
group members see the importance and higher good of the task. Transformational leaders are
focused on the performance of group members but also want each person to fulfill his or her
potential. These leaders often have high ethical and moral standards.

Based on this case study, those three employees were promoted suddenly as they mentioned
"God only knows what they talked about behind my back"

It is very important to handle this kind of incident in any organization.

I suggested using the below theories to deal with this type of transition. Because we have to
consider the employees who will be promoted their recent activities towards the company's
success.

● Trait Theories:
● Contingency Theories:
● Situational Theories:
● Participative Theories
● Relationship Theories

QUESTION - 4
Do you think it's easier or harder to be promoted internally into a formal leadership
position than to come into it as an outsider? Explain.

Many companies scramble for adverse job openings in leadership positions, searching for the
perfect candidate to fill their positions. Many times they are overlooking highly qualified people,
right within their organization. By creating an internal leadership development program, you can
have workers ready to step into leadership roles, promoting from within and saving your
company money and time over hiring, from the street.
The costs of adding a new employee to the payroll can be more than most companies ever
imagined. Consider the payroll dollars that are spent on advertising, recruiting, interviewing, and
other human resources jobs that are related to filling an open position. During those hours spent
hiring a single person to fill one job, your human resources department could be conducting
leadership training classes that would reach some people already employed by the company,
creating a pool of people ready to be promoted within your organization.
By hiring from within, you will also increase employee morale and productivity. If they know
that there is an opportunity for advancement when they work hard and complete the tasks
assigned to them, they will go above and beyond to get noticed. When employees are happy, they
are more likely to be engaged at work and will provide you with the level of commitment
needed. Retention levels will improve, and less time will be spent training new employees to fill
open positions.
At times, companies will avoid developing a leadership program, simply because there is a bit of
overhead involved in setting up these programs. While there may be training and development
costs, in most cases, the savings when compared to the money spent on recruiting, hiring, and
training new employees is well worth the minimal expense. Take a look at the overall nests
before deciding to hire externally.
Leadership development is something that many companies take for granted. By implementing
leadership programs within the workplace, you will create a more stable and productive working
environment, plus free up valuable resources to take care of more important jobs. By promoting
from within, you are doing both your company and your employees a great service.
I think that internal promotion is more efficient than external one. Because internal employees
already know about the company's values, strengths, and weaknesses
● The problem is that people rise to leadership in our society by a tendency towards
extroversion, which means a tendency to ignore what is going on inside themselves,
leaders rise to power in our society by operating very competently and effectively in the
external world, sometimes at the cost of internal awareness.
● These approaches typically tout an inherently solipsistic model, where leaders
experiment. with various recipes and roles les for personal success Self-actualization and
self-improvement are the underlying mantras. The implication, of course, is that
individual aspiration and success will translate into broader corporate achievements.
● Many of the executives who provided leadership during the great economic expansion of
the 20th Century's last decades are retired, leaving a leadership void. In most
organizations, the hierarchical structures of the past have been replaced with flatter and
more agile ones. organizations of today. We have re-engineered, downsized, and
right-sized to the point where many organizations have been completely changed and
re-shaped. Mid-level management the old grooming ground for future leaders has been
decimated, leaving a void in the leadership learning path.