Електронна пошта

Julius Caesar Mahatma Gandhi Winston Churchill Mao Tse-Tung

Bill Gates John F. Kennedy Saddam Hussein the Buddha Margaret Thatcher

Socrates Osama bin Laden Richard Branson Martin Luther King

E

Boss or Leader?

1. Give your comments:

• A boss drives his men – a leader coaches them.

• A boss depends on authority – a leader on goodwill.

• A boss inspires fear – a leader enthusiasm.

• A boss says I – a leader says we.

• A boss fixes the blame for the breakdown – a leader fixes the breakdown.

• A boss knows how it’s done – a leader shows how it’s done.

• A boss says go – a leader says let’s go.

2. Read the following statements and decide if you agree with them.

1. Leaders don’t need people skills.

2. Leadership isn’t the monopoly of one person in charge.

3. Leaders have a dream, managers count sheep.

4. Leaders are heroes not coaches.

5. Leaders determine strategy, managers put it into practice.

3. A-E below are responses to the statements above. Match them to the statements.

Define the statements as True or False. Give arguments to prove your choice.

Leadership Quiz

1. A good leader is a good coach as well.

2. The person in charge of a unit is always its leader.

3. Leadership is primarily top – down matter.

4. All leaders intentionally influence people.

5. There should be only one leader in a team.

6. A leader must exert authority to command respect.

7. All good leaders have a clear long term vision.

8. To be a leader, you must first be a manager.

9. Leaders make decisions for their teams.

10. Leaders must have good interpersonal skills.

11. Leaders must be strategic thinkers.

12. A leader must be a good motivator.

Leadership versus Management

Leadership and management are terms that are often used interchangeably in the

business world to depict someone who manages a team of people. In reality

leadership versus management have very different meanings. To be a great manager you must understand what it takes also to be a great leader.

What is the difference between management and leadership? It is a question that

has been asked more than once and also answered in different ways. The biggest

difference between managers and leaders is the way they motivate the people who

work or follow them, and this sets the tone for most other aspects of what they do.

Many people, by the way, are both. They have management jobs, but they realize

that you cannot buy hearts, especially to follow them down a difficult path, and

so act as leaders too.

Managers have a position of authority vested in them by the company, and their

subordinates work for them and largely do as they are told. Management style is

transactional, in that the manager tells the subordinate what to do, and the

subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so.

Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates.

An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a 'happy ship'.

Leaders do not have subordinates - at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity.

Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts' desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking.

Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their persuasion they typically promise transformational benefits, such that their followers will not just receive extrinsic rewards but will somehow become better people.

Although many leaders have a charismatic style to some extent, this does not require a loud personality. Although leaders are good with people, this does not mean they are friendly with them. In order to keep the mystique of leadership, they often retain a degree of separation and aloofness.

This does not mean that leaders do not pay attention to tasks - in fact they are often very achievement-focused. What they do realize, however, is the importance of enthusing others to work towards their vision.

In the same study that showed managers as risk-averse, leaders appeared as risk-seeking, although they are not blind thrill-seekers. When pursuing their vision, they consider it natural to encounter problems and hurdles that must be overcome along the way. They are thus comfortable with risk and will see routes that others avoid as potential opportunities for advantage and will happily break rules in order to get things done.

The debate between leadership and management has been raging for a number of years. "There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial" – Warren Bennis.

In his book "On Becoming a Leader" he describes his view of the differences between managers and leaders as follows:

• The manager administers; the leader innovates.

• The manager is a copy; the leader is an original.

• The manager maintains; the leader develops.

• The manager focuses on systems and structure; the leader focuses on people.

• The manager relies on control; the leader inspires trust.

• The manager accepts reality; the leader investigates it.

• The manager has a short-range view; the leader has a long-range perspective.

• The manager asks how and when; the leader asks what and why.

• The manager imitates; the leader originates.

• The manager accepts the status quo; the leader challenges it.

• The manager is the classic good soldier; the leader is his or her own person.

• The manager does things right; the leader does the right thing.

Another influential thinker on the distinction between management and leadership is John Kotter author of " What Leaders Really Do". In the book John makes the following observations:

“Leadership and management are two distinctive and complementary systems of action…… Both are necessary for success in an increasingly complex and volatile business environment.”

“Most U.S. corporations today are overmanaged and underled.”

“Strong leadership with weak management is no better, and is sometimes actually worse, than the reverse.”

“Management is about coping with complexity….. Without good management, complex enterprises tend to become chaotic… Good management brings a degree of order and consistency…."

"Leadership, by contrast, is about coping with change…. More change always demands more leadership.”

“Companies manage complexity by planning and budgeting, by organizing and staffing, and by controlling and problem solving. By contrast, leading an organization to constructive change involves setting a direction (developing a vision of the future and strategies to achieve the vision), aligning people, and motivating and inspiring them to keep moving in the right direction."

The fact is that leadership and management are both important, they are two distinctive systems of action, both are necessary, and each seeks to do different things.

Where do you find yourself spending the majority of your time? Managing or leading?

Reading comprehension

Exercise 1

Define the statements as True or False.

1. Though management and leadership have different meanings, they are often used interchangeably.

2. The biggest difference between management and leadership lies in the scope of responsibility.

3. Transactional style means the manager tells the subordinate what to do.

4. Managers have subordinates whereas leaders have followers.

5. A charismatic style of leaders requires a loud personality.

6. Leaders are comfortable with risk; they appear as risk-seeking.

7. The leader does things right; the manager does the right thing.

8. Good management brings a degree of order and consistency.

Exercise 2

Answer the questions.

1. What is the biggest difference between management and leadership?

2. What are the main functions of managers?

3. What are leaders like?

4. What do the terms ‘to manage’ and ‘to lead’ mean?

5. Which verbs can you use to characterize managers and leaders?

6. What is the difference between transformational and transactional styles?

7. What is charisma? Can you give an example of a charismatic person?

8. Which of 2 systems management or leadership are more important for the development of the company?

9. Which would you prefer: to manage or to lead?

Exercise 3

Explain the statements below:

• The manager does things right; the leader does the right thing.

• Most U.S. corporations today are overmanaged and underled.

• Without good management, complex enterprises tend to become chaotic.

Exercise 4

Fill in the gaps with suitable words to characterize the leaders and managers.

Translate into Ukrainian.

But what is leadership? It seems to be one of those qualities that you know when you see it, but is difficult to describe. There are almost as many definitions as there are commentators. Many associate leadership with one person leading. Four things stand out in this respect. First, to lead involves influencing others. Second, where there are leaders there are followers. Third, leaders seem to come to the fore when there is a crisis or special problem. In other words, they often become visible when an innovative response is needed. Fourth, leaders are people who have a clear idea of what they want to achieve and why. Thus, leaders are people who are able to think and act creatively in non-routine situations – and who set out to influence the actions, beliefs and feelings of others.

Work with your partner. Take one of the cards. Speak about managers or leaders. Use the prompts and the information from the text.

1

2

1. Discuss these questions. Imagine you are the leader of a large company.

1. What qualities do you need to run a large company effectively?

2. Which business leaders do you admire? Why?

3. What do business leaders actually do?

4. As a leader, how do you motivate your employees?

5. Do you think leaders are born or made?

2. Listen to an interview with Marjorie Scardino, Chief Executive of the media

Pearson plc. What answers does she give to the questions in exercise 1? Make

notes as you listen.Discuss these questions.

• Do you agree with Marjorie Scardino’s ideas?

• Would you like to work for her? Explain your reasons.

Exercise 1

1. Think of someone in a position of power. List three positive and three negative things about them. Then compare ideas with a partner.

2. Which adjectives below describe positive aspects of someone’s character? Which describe negative aspects? Write + or – next to each one.

3. Can you think of adjectives with opposite meaning to the ones above?

Exercise 2

Leadership or Management?

Here are five things that well-known people have said about leadership and management. Discuss which of the quotation are about management and which are about leadership, and choose some of the words to complete the sentences.

lead leaders leadership leading

manage manager management managing

1. A __________’s job should be based on a task to be performed in order to attain the company’s objectives.

2. A __________ is someone who knows what they want to achieve and can communicate that.

3. To __________ is to forecast and plan, to organize, to command, to coordinate and to control.

4. The task of the __________ is to get his people from where they are to where they have not been.

5. __________ is like holding a dove in your hand. Squeeze too tight, you kill it. Open your hand too much, you let it go.

Exercise 3

1. Complete the sentences with the words below.

1. The new ……………improved morale in the department.

2. The ……………praised his team upon reaching the Cup Final.

3. Our Board of ……………meets every three months to discuss strategy.

4. The factory ……………went on strike because of low pay.

5. The share price went up when the new ……………was appointed.

6. I have to do the appraisals for the six ……………who report to me.

7. An aggressive management style led to an increase in …………..turnover.

8. Every ……………in the company gets safe and healthy training.

2. Match the words with similar meanings.

3. Complete the article with words from 1and 2.

The Art of Delegation

Getting something done is only half the job. Keeping staff happy at the same time is every bit as important.

Many ..…1….. believe that getting work done through others requires a free flow of information and open, productive relationship with ..…2….. . Rather than creating a climate of ..…3….., they give clear instructions and realistic deadlines and take care to give only constructive criticism and not …..4…..employees. They work towards creating a positive working environment where …..5…..feel valued and trusted. Some specialists say that it is essential not to criticize, as this rarely …..6…..and often causes stress and loss of confidence among the …..7….. .

Managers who successfully maintain the balance of power will not lose their authority even when certain …..8…..members take control of projects. This style of management is particularly important during an economic upswing when employees can easily find work with another company.

Exercise 4

The role of the leader is much like that of the conductor of an orchestra. The real work of the organization is done by the people in it, just as the music is produced only by the members of the orchestra. The leader, however, serves the crucial role of seeing that the right work gets done at the right time, that it flows together harmoniously and that the overall performance has the proper pacing, co-ordination and desired impact on the outside world. The great leader, like the great orchestra conductor, calls forth the best that is in the organization.

1. According to Bennis and Nanus, who does the real work in a business and in an orchestra?

2. What does getting the ‘right work done at the right time’ mean in both cases?

3. What does ‘desired impact on the outside world’ mean for both of them?

4. Can you think of any other parallels between the work of a conductor and the work of a business leader?

5. What other jobs outside the business world have parallels with the work of a business leader?

Exercise 5

Translate from English into Ukrainian.

When discussing business leadership, the distinction between good management and good leadership is often made. Managers are thought to be the budgeters, the organizers, the controllers — the ants, as one observer puts it — while leaders are the charismatic, big-picture visionaries, the ones who change the whole ant farm. But such a construction, those interviewed for this article agree, erroneously leads to a bimodal way of looking at something that should really be evaluated on two separate scales. “Everybody has got a little bit of each in them,” says John Kotter, who admits he is sometimes guilty of using the dichotomy in an effort at simplification. “It’s much better to think in terms of measuring people on a zero-to-ten scale for each quality.”

Bosses and You

Talk about these questions:

1. Which of these people do you think are more like managers and which are more like leaders?

• the president or prime minister of your country

• the boss of an organization

• a teacher or trainer

2. What qualities do these people share with the conductor of an orchestra?

3. Who are the best and the worst bosses that you’ve had? Give reasons.

1. David Hargreaves is the HP manager at Radius Group. You will hear him talk about managing people. Before you listen, answer these questions.

• Do you think there is a secret to successful leadership?

• Do you think that life inside an organization is in any way similar to life inside the family? If so, in what way?

2. Now listen and answer the questions.

1. How does David motivate his staff?

2. How does he monitor progress?

3. Why does he arrive early at work?

4. How does his team make decisions?

5. What does David think the secret of leadership is?

Leadership Types and Styles

What are the leadership types and styles? First let’s differentiate between what are leadership styles and types of leaders. Apart from being two different theories, business leadership styles are something which may vary in every. A different leadership style may be required under different circumstances. On the other hand, types of leaders remain more or less fixed and depend on disposition of the leader in concern. So basically, while a leader may modify his style to suit a certain situation, his type remains more or less the same.

Leadership Styles

There are three basic leadership styles, which a leader employs to get the work done. They are:

• Authoritarian Leadership

Authoritarian leadership is a type of leadership where the leader has control over all the actions of the group. There is a clear line between the management and the employees, and the flow of communication is largely up-to-down ( i.e. the employees have no say in the decision making process, and all the orders of the management need to be followed unquestioningly).

• Participative Leadership

The next style is known as participative leadership. In this style, there is still a clear line of difference between employees and employers, but the employees are encouraged to come up with suggestions and take an active part in the decision making process. This style fosters a good employee-employer relationship and isn't as extreme as authoritarian or laissez-faire style of leadership.

• Laissez-Faire Leadership

In a way, this isn't a style of leadership at all! Laissez-faire style of leadership means that anyone and everyone is empowered with the opportunity to take their own decisions. It may sound good, but more often than not, it leads to a chaotic situation. Laissez-faire leadership is best implemented only within a group which shows good group-dynamics, is highly motivated and needs its creative space, for e.g. a research and development department.

Types of Leaders

Historically there have been several types of leaders:

• Charismatic leaders

In the 1930s Mahatrna Gandhi was able to influence most of his fellow Indians to resist British rule. Although Gandhi never used force or violence of any type, Great Britain gave rule to the Indians shortly after the end of World War II. Gandhi was able to define what the people of his country wanted and to exert the type of pressure needed to get it accomplished. When he was assassinated by one of his former followers, much of the world mourned.

Martin Luther King inspired many people to help free black people from segregation and discrimination in the United States. He was able to define what both many white and black people felt was right and then showed them ways of accomplishing their goals. Although he was ultimately assas­sinated, there is little doubt of his charisma and his leadership. In all societies there have been charismatic leaders. Their force of personality, determination, and willingness to take extraordinary risks are difficult to challenge.

• Traditional leaders

Throughout history many people have been thrust into leadership roles by birth or kinship. Through­out most of the history of humankind, leadership has been inherited. Emperors, czars, kings, queens have inherited their leadership. In industry some leaders have achieved their status by kinship. While many traditional leaders have been mediocre or worse, some have had remarkable success. IBM can trace its entrance into the electronic computer age to the insistence of Thomas Watson, son of the company's founder. Since its beginnings Ford Motor Company has had a succession of Fords become chief executive officers. Except for a few notable exceptions traditional, inherited leadership rarely exists in developed societies.

• Emergent leaders

In every group some individuals, because of their personality, credibility, willingness to speak for the group, become informal leaders. They are expected by other members to represent the work unit to which they belong. In some situations more than one informal leader may emerge. Frequently these informal leaders are promoted to formal lead­ership positions because of their dedication, willingness to represent others, and sense of what is needed. Although not all informal, emergent group leaders become formal manag­ers, many succeed in entering management ranks. Their will­ingness to represent the views of others as well as a strong sense of purpose serve them well.

• Appointed leaders

All managers are not leaders, even though they tend to think they are. Managership and leadership are not the same. In work organizations people are sometimes promoted because they are efficient and effective employees. They may have good organizational, planning and analytical skills but do not do well in building enthusiasm and dedica­tion in employees. Although their management skills are rec­ognized, they lack the ability to inspire others to excel. Those managers who have both management skills and leadership ability are usually more successful in working with others to accomplish organizational goals. It is unfortunate that promo­tions, especially to first-line positions, do not always require leadership potential. First-line supervisors must learn to be leaders as well as managers or slip into mediocrity.

Let’s consider one more classification of leadership types. The type of a leader depends on his overall disposition rather than the situation. A leader will have one or more of these leadership qualities inherently. Hence, it’s essential that while looking for someone who will occupy the post of the leader, one checks the type of leader the organization really needs, otherwise, it would be a useless exercise.

The leadership types are:

• Democratic Leaders

Democratic leaders are those who encourage participation of the workers in the decision making process. Collaboration and team spirit are best fostered with the help of this leadership style. Democratic leaders require good, intelligent and motivated workers.

• Pace-Setting

Pace-setting leaders believe in setting an example with their own superior quality of work. A pace setting leader aims to set the performance benchmark himself. This style of leadership thrives best in a highly competitive environment where both, leaders and subordinates strive to achieve their potential.

• Coaching

Coaching leadership type encourages the subordinates to learn from the leader. This style of leadership is most effective in an environment, where the employees are young and need to be trained properly. Effective coaching the employees, helps build better long-term relationships.

• Visionary

A visionary leader is one who drives his subordinates towards a common goal. It is said to be the most effective leadership style. The motivation is not in terms of any monetary compensation, but it’s the very idea of striving to create a better company, which drives the employees into action. But the vision of the leader must be the one which is compelling as well as achievable.

• Affiliative

An affiliative leader is one who believes in progressing as well as maintaining a good relationship with the employees. An affiliative leader is one whom the employees will like and will be more of a guide to them than a leader.

• Commanding

The last type of leader is the commanding leader. This is an autocratic leadership style. He, and he alone is the boss and no one dare to infringe his range of power! Few commanding leaders have shown success till date, but those who have, have shown phenomenal growth in the company.

Reading comprehension

Exercise 1

Define the statements as True or false.

1. While a leader may modify his type to suit a certain situation, his style remains more or less the same.

2. There is no difference between employees and employers in participative style of leadership.

3. Laissez-Faire Leadership style often leads to chaotic situation.

4. Charismatic leaders attract people by their force of personality, determination, and willingness to take extraordinary risks.

5. Emergent leaders are rarely promoted to formal lead­ership positions because of their dedication, willingness to represent others, and sense of what is needed.

6. Not all managers are leaders, though they tend to think they are.

7. Democratic leaders require good, intelligent and motivated workers.

8. Pace-setting is said to be the most effective leadership style.

9. The majority of commanding leaders have shown success till date.

Exercise 2

Answer the questions.

1. What are three basic leadership styles?

2. Do you know any charismatic, traditional and emergent leaders?

3. What is the difference between pace-setting and coaching type?

4. Which type thrives best in a highly competitive environment?

5. Which type is most effective in an environment, where the employees are young and need to be trained properly?

6. Which type is said to be the most effective?

7. What is the role of an affiliative leader?

8. Which type is mostly required in today’s business environment to improve the situation?

Exercise 3

What type of leaders are they?

1. Leaders by birth or kinship.

2. Leaders with their own superior quality of life.

3. Leaders who believe in maintaining a good relationship with employees.

4. Informal leaders emerging in some situations.

5. A leader who drives his subordinates towards a common goal.

6. Leaders encouraging participation of workers in the decision-making process.

7. Leaders with good organizational, planning and analytical skills.

Exercise 4

Complete the chart using the information from the text

Which type of leader are you?

The Entrepreneur, The Manager, and The Charismatic -- these are the three types of brilliant leaders. No doubt, you're one of them. Find out which.

1. In which business life stage (or cycle) have you been most successful?

1. start-ups

2. mature businesses

3. turnarounds

2. What is your tolerance for risk?

1. high

2. low

3. moderate

3. How important do you consider prevailing economic conditions in

determining business success?

1. not very important

2. extremely important

3. somewhat important

4. What best describes your approach in business?

1. innovator

2. grower

3. problem solver

5. Businesses, you feel, most effectively generate value through...

1. innovation

2. optimization

3. reinvention

6. What type of business environment best suits your personality?

1. fluid and unpredictable

2. highly structured

3. high risk, high reward

7. Where do you see the greatest opportunity in a business?

1. launching a new product or service

2. dramatically expanding a successful product or service

3. redesigning a product or service for a new constituency

8. What is your definition of successful leadership?

1. creating something new

2. maximizing potential

3. managing change

9. What is the best way to defeat your business competitors?

1. invest in a new product or service offering

2. offer the best value for your customers

3. join forces or consolidate offerings through mergers

10. What business executive do you most admire?

1. Bill Gates

2. Meg Whitman

3. Jack Welch

If you chose 'a' four or more times:

You're a great entrepreneur . Your type breaks through the mold of your time to create opportunities for success. You create new, sustainable concepts for the future, revolutionizing industries, processes, or businesses. Plus, you often overcome obstacles to create and sustain success. Perhaps you'd like to start a new industry today?

If you chose 'b' four or more times:

You love maximizing the value of a company that already exists. In other words, you're a true manager. You might not transform what a corporation is, but you can certainly change its size and scope. You deeply understood the landscape in which you operate and take advantage of the hand you're dealt to shape businesses that thrive in this environment.

If you chose 'c' four or more times:

You've got a star quality, baby. You're a charismatic leader. You can convince people to do just about anything. You're not exactly an innovator, though: You find the value in the trends and contexts set by your predecessors. Still, you'll often consolidate businesses and industries and are skilled at taking advantage of their situation. Although, really, we're guessing you'd rather drive a Porsche than a Sebring.

Translate into English.

В більшості словників лідер це той, хто має вплив в групі і відтак спроможний нею управляти. Спосіб цього впливу — формальний чи неформальний, універсальний чи ситуативний, емоціональний чи раціональний — найчастіше береться до уваги. Хто такий лідер?

Вебер виділяє три типи лідерства — традиційне, харизматичне та легальне. Кожен з типів має свої найбільші ризики. Найбільшим ризиком традиційного лідерства є відхід від традицій. Найбільшим ризиком легального лідерства є порушення законів та обмеження прав прихильників лідера. Найбільшим ризиком харизматичного лідерства є ситуація, коли удача відвертається від лідера і його ірраціональна привабливість зазнає краху.

Exercise 1

Fill in the gaps with a suitable verb from the box.

Five different types of leaders

An interesting article in Harvard Business Review by Gary Willams and Robert Miller …..1….. that executives typically fall into one of five decision-making categories:

Charismatics can be initially exuberant about a new idea or proposal but will …..2….. a final decision based on a balanced set of information.

Thinkers can …..3….. contradictory points of view within a single meeting and need to cautiously work through all the options before …..4….. to a decision.

Skeptics …..5….. highly suspicious of data that don't …..6….. with their worldview and make decisions based on their gut feelings.

Followers make decisions based on how others …..7….. executives, or they themselves, have made similar decisions in the past.

Controllers tend to …..8….. on the pure facts and analytics of a decision because of their own fears and uncertainties.

The five styles span a wide range of behaviors and characteristics. Controllers, for instance, have a strong aversion to risk; charismatics tend to …..9….. it out. Being more persuasive involves understanding what sort of a leader you are dealing with adjusting the pitch to the personality.

Taking these differences into account can …..10….. your chances of persuading the leader to change. If the leader is to …..11….. in love with a new idea, they have to discover it for themselves and make it their own. These five different types of leaders will tend to …..12….. the new idea in different ways:

Charismatics are mercurial and can …..13…..at an attractive idea that they can call their own. They will tend to accept – or …..14….. – an idea on the spot.

Thinkers need to be given the time and the material so that they can work through the details.

With skeptics, there is a need to …..15….. on views and beliefs that they already accept and gradually over time lead a shift in their viewpoint.

Followers need to be given evidence of how others trusted executives, or they themselves, have made similar decisions in the past.

Controllers need to be given the facts and analytics of an issue.

Exercise 2

1. Look through the pictures below, read the profiles and define sentences as True or False.

1. With a dictatorial boss, you have to show how much you enjoy your job.

2. Bureaucratic bosses don’t know how to deal with unusual problems.

3. A charismatic boss strives for personal ambition above all else.

4. Consultative bosses need to be liked and respected by their staff.

5. Laissez-faire bosses focus on detail.

6. It is difficult to get an abdicatorial boss to make decision.

2. Look through the pictures again. What type of boss is being described in these sentences.

1. He was a real inspiration: people would have done anything for him. He built the company from nothing by getting people to buy into his beliefs.

2. She’s a really lovely person and always asks us for our views. But she does get upset if the staff don’t involve her in evenings out.

3. He gives the impression he wouldn’t worry if the building burnt down. A lot of the time we have to do his job for him. I always insist on sitting him down to talk through decisions, although getting him to have a proper meeting is another problem.

4. I don’t think she’s ever made a decision without checking it in the staff manual. She’s the last person I’d ask for a creative answer to an unusual problem.

5. She doesn’t interfere and lets you do your job in your own way. All the same, she is there if you need her, even if she doesn’t like being bothered by little things.

6. I think he’s got a power complex; he wants to control everything. If you want a quiet life, just do whatever he wants with a smile on your face. But never, under any circumstances, do anything without checking with him first.

Translate into English.

Типи лідерів

Діловий лідер

Його активність спрямована на згуртування колективу співробітників навколо трудової діяльності, на поліпшення якості праці співробітників.

Емоційний лідер

Така людина здатна підняти "бойовий дух" співробітників, їхній настрій, підбадьорити. За таким лідером колектив хоч на край світу піде.

Лідер-організатор

Він виявляється здатний поставити перед співробітниками ясні, досяжні цілі, здійсненні завдання, чітко розпланувати їх робочий день і діяльність взагалі.

Творець

Цей лідер сповнений свіжих, оригінальних ідей. Креативність - ось що призводить до згуртованості колективу навколо нього.

Лідер-дипломат

Він врегулює всі конфлікти і не дасть зародитися новим, знайде компромісне рішення в ситуації, здавалося б, безвихідної.

Тиран

Цей лідер як раз буде користуватися силою, жорстокістю, владою, підпорядкує собі колектив страхом, страхом покарання, позбавлення премій, можливості кар'єрного росту.

Якщо співробітники зрозуміють, до якого психологічного типу належить їхній лідер (начальник, директор, керівник ), контакт буде налагоджений набагато швидше і з найменшою шкодою для співробітників.

Do You Have the Characteristics of an Effective Leader?

How are some people able to lead and inspire others, whilst others meet with constant criticism and failure? What are the qualities that we should look for in potential leaders? If you ever find yourself in the position to offer leadership, what are the factors that will help you lead more effectively?

The following characteristics will help you estimate the leadership ability of others and become a better leader yourself.

Inspire not command

The best leader will inspire his followers. He will lead, yet people will not feel that they are being led. If you direct people through issuing proclamations and directives, you will come up against opposition and resistance. The most effective leadership is to help others feel they are working from their own initiative. To inspire your fellow workers in this way, it is necessary to lead by example and offer encouragement where appropriate.

Have confidence and belief

Confidence and belief are essential for effective leadership. The nature of the human mind is to doubt and expect the worst. Unless a leader can maintain a clear vision of where he wishes to go, others will not follow. If a leader has an iron will and tremendous self belief, he can inspire others very powerfully to pursue the ideal.

Be willing to admit mistakes

A good leader needs the strength to ignore criticism. However, many leaders make the mistake of thinking that they can never admit they are wrong. Actually, this stubbornness is usually the result of their own ego. They don’t want to admit their mistakes because they feel this would make them look stupid. However, to persist with the wrong strategy, just to try and prove yourself correct, is the worst thing a leader can do. People appreciate a leader who can admit his mistakes, but if you keep making mistakes all the time people will lose faith in your competence.

Delegate where appropriate

A good leader cannot do the jobs of several people. A leader, who tries to control absolutely everything, will get bogged down in minor details. It also displays a lack of confidence in others. People need to feel valued and given responsibility. A good leader needs to be able to delegate to the right people and intervene only at critical moments.

Learn from others

A good leader should be constantly learning and improving. We should learn from our mistakes, but also we should read the counsel of experts. It is a mistake to feel that all we need is a strong will. Good leadership requires wisdom and humility to learn. A leader, who thinks he knows everything, is destined to get into trouble. Leadership and learning are synonymous.

Sacrifice

To be a real leader, at times, we need to sacrifice our personal comforts and desires. A leader needs to be able and willing to put the interests of his people first. If we are primarily concerned with our own affairs, it is not possible to be a true and powerful leader.

Emphasise good qualities in others

The best way to gain the loyalty and support of others is to appreciate their efforts. This should be sincere and not just at times when things are going well. A good leader will instinctively seek to draw out the good qualities of other people. This is much more effective than trying to point out and correct their weaknesses. A leader will also take time to offer gratitude for the efforts of others. This is particularly important at times when things are not going as planned; it is at times like this that people need appreciation most.

Detached from criticism

A good leader is not autocratic, but, at the same time he needs to have the strength to pursue strategies, even if temporarily unpopular. A good leader should be able to listen to criticism without getting emotionally upset.

Humility

It is a mistake to feel that you are always right. Any display of ego creates feelings of inferiority and superiority. In the long run, this undermines your effectiveness as a leader. If you are proved right, don’t spend time reminding people it was your idea. A good leader is concerned with the well being of his project / group, and not with his personal standing. Also, humility does not mean false modesty, it means working quietly without demanding recognition and praise; this quality is quite rare amongst leaders.

Be prepared to follow

To learn the art of leadership, we also need to learn the art of following others. If we can listen to others, people will respond in similar fashion and will be willing to follow our advice.

1. to estimate

2. to inspire

3. to pursue

4. to ignore

5. to admit

6. to look

7. to lose

8. to sacrifice

9. to gain

10. to demand

11. to learn

12. to create

13. to display

1. the ideal

2. ability

3. recognition and praise

4. stupid

5. the followers

6. the loyalty

7. the art of leadership

8. the mistake

9. our personal comfort

10. criticism

11. faith

12. ego

13. feelings of superiority

1) to look ………qualities

2) to find oneself …….the position

3) to come ………. ………..opposition

4) to lead ……….example

5) to lose faith ………your competence

6) to learn ……..mistakes

7) to get ……….trouble

8) to be concerned ……… our affairs

9) to point ……….weaknesses

10) to offer gratitude ……. the efforts

11) to listen ……….criticism……….

getting upset

develop lose take set give make resolve dominate avoid create

1. take

2. attend

3. strike

4. set

5. resolve

6. found

1. a balance

2. a risk

3. an example

4. a problem

5. an event

6. a company

1

2

3

4

5

6

7

8

a) manager

a) precedent

a) achieve

a) reduce

a) deadline

a) positive

a) fire

a) risk

b) chief executive

b) success

b) reach

b) improve

b) cost

b) trusted

b) motivate

b) consensus

c) cubordinate

c) limit

c) meet

c) develop

c) expectation

c) poor

c) reward

c) position

d) leader

d) target

d) lose

d) increase

d) dismissal

d) valued

d) inspire

d) chance

Tough at the top

Read the article about choosing a leader. It contains twelve proof-reading mistakes. Find and correct them.

a Jeff Bezos, Amazon

Since 1994 the founder of Amazon. com has seen his company grow from an office in a garage to become the number one virtual bookstore. A stream of acquisitions has permitted expansion into CDs and video, clothing, toys and medicines. In spite of the dot.com crash of 2001, Amazon has maintained its position as the world’s largest retailer on the Internet.

The Bezos Strategy

1________a clear technological lead

2________lean and efficient

3________into new businesses

4________close attention to logistics

5________the e-commerce trend

b Michael Dell, Dell Corporation

Dell is the founder and CEO of the Dell Corporation, the direct-sale computer business that has taken the PC world by storm. By bypassing retail stores and offering customers tailor-made systems at low prices, Dell has become the biggest in the business, and with its successful entry into the vast Chinese market, the company looks virtually unstoppable.

The Dell Strategy

1_________out the middleman

2_________customers before product

3_________with suppliers

4_________to what you’re good at

5_________global

c Ricardo Semler, Semco S/A

The president of the Brazilian marine and food-processing machinery manufacturer Semco, environmental activist and author of the bestselling Maverik! Has created the world’s most unusual workplace. At Semco it’s the workers who choose and evaluate their bosses. Everyone has access to financial records and 30% of employees set their own salaries!

The Semler Strategy

1__________employees in decisions

2__________hierarchies.

3__________conventional wisdom

4__________the company upside down

5__________talent

d Richard Branson, Virgin

Though head of the huge Virgin empire, Branson prefers to play the underdog. By competing with the likes of British Airways and Coca-Cola, he has earned a reputation for stealing business off complacent market leaders – and doing it in style. A skilled self-publicist, there seems to be almost nothing he wouldn’t do to promote the vibrant Virgin brand.

The Branson Strategy

1__________on the market leaders

2__________publicity

3__________your brand

4__________fun

5__________to be different

e Carly Fiorina, Hewlett – Packard

Fiorina has a reputation as one of the ‘toughest cookies’ in a tough business. After dropping out of law school, she had a number of dead-end jobs before rising meteorically to head one of the Silicon Valley’s heavyweights. Her no-nonsense style has antagonized some, but she silenced her critics by pushing through a highly successful merger with PC giant Compaq.

The Florina Strategy

1_________from the front.

2_________things up.

3_________by acquisition.

4_________the flak.

5_________out the recession.

f Jorma Ollila, Nokia

Nokia has a long history going back to 1865. In those days it has diverse business interests in mining, rubber, paper and cable manufacturer. Today, under the guiding hand of Ollila, it has overtaken Motorola and Ericsson to become the world’s top mobile phone company – tightly focused and highly innovative in a notoriously cut-throat market.

The Ollila Strategy

1__________on your core business

2__________off non-core operations

3__________opportunities

4__________one step ahead

5__________or die

21st Century Leadership

As long as there have been human beings, there have been leaders. Indeed, leadership is a trait we share in common with other members of the animal kingdom.