When I was a little girl my mother wanted me to join Girl Scouts ®. Being a timid child, I found no value in getting to know new children my age. After listening to my mother I built the courage to join Girl Scouts. In the group there was a leader, and there was an organizational culture amongst the children. The leader of the children announced my arrival and decided that I was cool enough to join them. The scouts shared toys and stories, and there was a feeling of trust amongst the group. As I reflect back to my childhood, I’ve realized that leadership and organizational cultural was introduced to me at a young age. I will analyze Qualcomm Incorporated from two different perspectives; its leadership of the entire company and its staffing division and the organizational culture. I will conclude this paper with a prescription for change of Qualcomm’s leadership and its organizational culture.
As mentioned previously, the young scout who stepped forward asking me to join her group of friends demonstrated a Non-Sanctioned leadership. Robbins and Judge (2011), states that these type of leaders have “the ability to influence that arises outside the formal structure of the organization […] leaders can emerge from within a group as well as by formal appointment” (p.736). The Girl Scout was not a leader; however she held all the qualities of confidence, trustworthy and respectful. In my experience, a successful leader needs to have all of the above.
I have observed throughout my years of working in different corporate settings, that a successful leader is someone who is innovative, a person who takes risk, empowers subordinates, and encompass the ability to inspire others to strive to be excellent. Robbins and Judge (2011) claims, “...
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...ffing department leaders within the human resources division, utilizes the matrix structure design and a lead with a semi boundary-less organization. A boundary-less organization is “an organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams” (Robbins and Judge, 2011, p.501).
Works Cited
Qualcomm Incorporated, (2011). History- Who We Are. Retrieved from: Qualcomm, Inc. website http://www.qualcomm.com/who-we-are/history
Qualcomm Incorporated, (2011). Accelerating innovation through diversity. Retrieved from: Qualcomm, Inc. website http://www.qualcomm.com/citizenship/responsibility/reports/2010/workplace/global-workforce-inclusion#honored-for-leadership
Robbins, S. P., Judge, T. A., (2011). Organizational Behavior. (14th ed., pp. 376-543). New Jersey: Prentice Hall.
Twenty-first-century societies could be characterized as the modern humanity with Cutting-edge technology and multiculturalism, with extreme materialism and economical drive. As a result, any modern organization, regardless of its size, type or nature, has to depend upon the factual structures and best management paths to survive in today’s civilization. Lee G.Bolman and Terrence F. Deal’s (2013) book “Reframing Organizations” presents most updated and developed managerial approaches to leadership and structure for the organizations.
Everyone has a different definition of what makes someone a leader. My definition is not a statement of requirements, but more so a list of characteristics. I believe it takes a strong, independent, dependable, open-minded, thoughtful, selfless, smart and creative, someone who can work well with others, able to work under pressure, respectful, and experienced individual to be a leader. I believe it is someone who knows who they are and know their morals, someone who has already found who they are in life and accepts who they are, making what I believe the most important characteristic is, is someone who knows and sticks with their personal values. If someone cannot respect values and stick to their word, then how can they be a leader of others? A leader takes a lot of work, but if you are good at it, it may seem like nothing. Some people are leaders and do not even know it, like role models. When little kids look up to certain people that have impacted their lives in a way, they will see those people as role models. Truth is, leaders are everywhere and not everyone knows or can see that. It's not always the person who stands out for taking control or being bossy, but the one with the characteristics and high values that do the right things, even when no one is watching.
A leader is someone who makes an effort to help others to become more than they ever thought possible. Great leadership is unlocking that potential of a group, company, or organization. Not necessarily telling them what to do, but really inspire your subordinates to see what they are capable of, and then helping them get there because at one point or another someone inspired us too.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others” (Welch). Leadership is inspiring others to learn more, do more, and become more. Ineffective fail to possess certain characteristics which effective leaders do. Willingness to help others, selflessness, and strictness; these are the qualities of a both good and effective leader. Without these qualities, leadership would fail and being a leader would mean nothing.
Robbins, S. P., & Judge, T. A. (2007). Organizational Behavior (12th ed.). Upper Saddle River, New Jersey, United States of America: Pearson Prentise Hall.
Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw- Hill/Irwin. pp. 406- 441.
Many Scholars characterize the core qualities and skills necessary for an effective leader. Useem defines leadership as “Creating a vision and translating that vision into actions”. Historically, an effective leader was assumed to be exceptionally knowledgeable, authoritative, and dominate. Those leaders applied the command and control method to lead an organization. With the passage of time, this definition has been changed. The modern definition of an effective leader is honest, courageous, trustworthy, inspirational, and result-oriented. Today’s leaders create shared values and vision, and empower others to achieve their targets.
Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin.
Leadership, management, and organizational culture are terms used in organizations referring to how their corporation are structured and facilitated. Being an effective manager and a good leader are key elements for a successful business. This essay is to give a basic understanding of leadership, management, and organizational culture. This essay will also reflect on personal experiences as well as discussing some advantages and disadvantages.
McShane, S.L. and Von Glinow, M. A. (2009). Organizational Behavior: Emerging knowledge and practice for the real world. McGraw-Hill.
Leadership has been described as a “complex process having multiple dimensions” (Northouse, 2013). Over the past 60 years, scholars and practitioners have introduced a vast amount of leadership models and theories to explain this complex field and examine its many perspectives. Numerous leadership theories and models have attempted to define what makes a leader effective. From the early 1900s, the trait paradigm dominated leadership literature, focusing on inherited traits of leaders and suggesting that “leaders are born, not made”. However, during the 1950s, the trait approach lost enthusiasm as focus shifted to the behavior of leaders. Similar to the trait theory, the behavioral paradigm was based on general effective leadership behaviors
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
Whether or not a company is attains acclaimed success lies not in the fact that it spends huge amounts of money on Research and Development, rather, and as stated by Bauer and Erdogan (2010), success is determined principally by the people within hat specific organization; they are the assets whose output resonates wit he company’s success. However, while this is an established fact, it is also important to state that both the organization and the people who constitute it mutual impact arriving at collective success. Therefore, as Bauer & Erdogan (2010) continue to assert, it is necessary to understand how people relate at work both at the individual and group levels, and how the organization is impacted by this interrelationship. This is what Bauer & Erdogan (2010), define as organizational behavior. It informs on what is wrong, and what is correct; essentially assisting one as an employee become ore engaged in work. Leadership or governance is one of the constituent components of organizational behavior. More often than not, it is usually associated with power, ethos, and cultural inclinations of the organization. This paper seeks to examine in-depth, management problems associated with leadership and governance at Hewlett-Packard and how it impacts on the company’s organizational culture and behavior.