Samples

Leadership

Leaders must play several, often conflicting, roles in managing technology. They must be good stewards and hold to tight budgets and schedules. Implementation speed to keep up with technological changes requires good project manager skills. Leaders must continually monitor program tar­gets and completion dates. They must also be realists in assessing the risks, costs, and benefits of a new technology.

1.  Perspective on leadership

Learning for development in Auckland International Airport, also known locally as Mangere Airport

Auckland International Airport was far behind from the performance in the initial period. As visionaries, Leaders had to make a technical vision of a goal and relentlessly pursue it. As advocates, they made a commitment to the project and stood behind it. Finally, as gatekeepers, they kept everyone focused. When new technologies are being developed or implemented, the operations manager made a strategic plan for the team representing all affected departments to lead and coordinate the work. A project champion who promotes the project at every opportu­nity made contagious enthusiasm to make the development to happen. Today, Auckland International Airport is setting standards to the world itself. This leader is respected by all team members and thereby reflected management's support of the team through­out the project.

Everyone should know that the manager is knowledgeable about the project, stands behind it, and will give it the resources it needs to succeed. As the hospitality system is concerned, the leader should be a constant learner by all means. He should be ready to focus on the assimilated facto all the time. In fact, he should be willing to learn regularly. Employee motivation from the side of the government and thereby self improving the organization can be done positive results to the firm. He should be ready to take positive aspects from everywhere and negative points from nowhere. This proactive step helps the leader to enhance the performance both of his employees and organization alike. ANSOFF HI. 1984. Implementing strategic management. New Jersey: Prentice.

 

2. Motivation and Empowerment

Enhancing the performance by Rewarding in Contact Energy Limited made thorough reformation.  Contact Energy Limited is a New Zealand electricity generator and electricity, natural gas, and LPG retailer company over the periods in New Zealand.

The company generates 24% of New Zealand's electricity and has the second largest market-share of the country's electricity-retailers. When it was the time of underperformance, the company authorities have analysed the situation and made a strategic programme in order to enhance the performance of the employee sector: rewarding performance must be motivated by giving proper appreciation, awards etc..Leaders have defined motivation from different perspectives. Some of the important efforts are presented in this sub-section.

Need disposition theory as a powerful leadership strategy: A basic assumption in the motivation theory is that an organism behaves in order to reduce its needs. A need is a requirement that must be met for optimal adjustment of an organism to the environment. Need disposition theory as a powerful leadership strategy presents the point of view that people are motivated to take action and invest energy in pursuit of three motives,

Achievement,
Affiliation and
Influence.
Contact Energy Limited made a thorough reformation in the employee attitude and thereby boosted up the overall performance of the company in the next quarter. 

3. Developing Diversity
Strategic Plan to 2010 - New Zealand Police

Designing other strategic change process within New Zealand Police
The following measures to re organize and re structure the system New Zealand Police made a well organized plan as follows:

New steps for diversity to be taken to improve the performance
•    the activities of front line personnel, it is not just supervise them;

•    to make the force better, recruit new personnel  and give training  for new leaders and officers;

•    There should be adequate rewards for performance.   Internal interactive, internal and external  mass communication, advertising, and market and image research are some other methods that can help NZP to improve their performance

•    sponsoring them for training programs in the areas of marketing/performing, selling a behavioral sciences;

•    increase involvement of staff in activities like customer service campaigns, undertaking market surveys,  etc  as well as in customer service and branch productivity committee meetings;

•    organizing of marketing conference-cum-workshop for upcoming officers segment-wise basis;

•    Sharing of the findings of customer surveys, bank image and other studies to NZP management with the staff;

•    staff motivation, including offer of awards and rewards on individual and group basis;

Today, New Zealand Police is setting standards to the world policing itself. This plan for the situation was respected by all team members and thereby reflected management's support in the team through­out the re organization for diversity.

 

4. Courage and Moral Leadership

Courage and moral leadership are considered to be the prime character of a leader is concerned. A leader must be brave to act wisely when and where time comes. He must have apt moral character for his team to respect his vision and mission. The definition which has the touch of practical common sense is the one evolved by a medical doctor—Mr. Moran. He was the medical officer of a New Zealand Infantry Battalion during World War II against Nazis. For two long years he served the Battalion and saw how young officers inspired their fellow citizens to fight the Germans with enthusiasm and courage, knowing full well that, many among them would get killed or maimed. He wondered how one individual could exercise such a decisive influence over others. It was not just the military law or discipline, because despite these there were examples of demeaning cowardice and inability to lead. About two decades later he became the Chairman of the Medical Council. Given below is a definition which is based on what he evolved:

"Leadership is the capacity to frame plans which will succeed and the faculty to persuade others to carry them out in the face of all difficulties".

5. Strategic Leadership

Strategy for Maintaining Leadership in the Air Conditioning Company Limited, Auckland

 

In a competitive environment, maintaining leadership is not easy. New substitutes and products made using new technologies would keep entering the market eroding competitiveness of existing firms. Under such circumstances, constant product improvement becomes essential to maintain product differentiation. Even in fields where competition is limited, it is worth attempting technological improvements either for cost reduction or product improvement. This means that the experience curve of such firms keep shifting continuously. This is well reflected in the air cooler industry in the recent years in ACCL Auckland. Although it is a seasonal industry, of late there is fierce competition to capture the top end of the expensive market segment. For instance, the leading national level manufacturer in the small scale sector entered the market with a revolutionary idea; an air cooler looking likes a room air conditioner. It was technically far better than a conventional air cooler. They improved upon his new ''air conditioner looking air cooler" and introduced three different models in three consecutive years, always improving upon the previous one, making it difficult for his competitors to catch up. Peter Drucker (1985) called it "fastest with the strategy, in the case of the solvent manufacturer referred to earlier also, there is a strong sense’ of product differentiation through technological development. Philip A. Wickham - Management Consulting: Delivering an Effective Project 2nd Edition

 

6. Leading Teams

Westpac Banking Corporation is a giant conglomerate providing financial services and became Australia’s largest bank. Earlier it took over the second-largest bank in New Zealand-the St.George Bank. In the initial period bank face a lot of hard ships to proceed in a turbulent time. The directors had to overcome these problems with their strong and efficient managerial skills. They had made a plan for the same and ensured them to adhere properly.

Tasks for Group

 • Defined, the task

•   Made the plan

• Allocated work and resources

• Controlled quality and tempo of work

• Checked performance against plan

 Functions for Group

• Setting standards

• Maintaining discipline

• Building team spirit

• Encouraging, motivating, giving a sense of purpose

• Appointing sub-leaders

• Ensuring communication within the group

• Training the group

  Functions for Individual Needs

• Attending to personal problems

• Praising of individuals

• Knowing individuals personally

• Recognizing and using individual abilities

• Training individuals

The functions related to the needs of the three areas had been listed separately for their execution. In actual practice, however, most of these are integrated and achieved through the efficient co ordination of leaders. As a result, Westpac Banking Corporation has become one of the best multinational financial services company and became the largest bank in the region.

Conclusion

From all these above situations, one can understand how do leaders lead followers without being wholly led by followers. The statement that a 'good leader varies his style between authoritarian to participative  depending on the task, the changing situation he encounters and the changing group that he has to lead sums up, rather pithily, the way an effective leader has to function. However, no effective leader ever consciously adopts a style—it comes, and indeed it must come, naturally from within. Style invariably is the reflection of the substance. It is the expression of the man and the strength of character and the balance of his system through he sees the world.

References

AAKER DA. 2001. Developing business strategies. 6th edition. New York: Wiley.
ANSOFF HI. 1984. Implementing strategic management. New Jersey: Prentice.
FERREIRA A. 2000. Business strategy: having to cope with waves of change. Management Today, 16(9)
Philip A. Wickham - Management Consulting: Delivering an Effective Project 2nd Edition
Connor, Dick & Davidson, Jeffrey. Marketing Your Consulting and Professional  Services. New York: John Wiley & Sons, 1990.
Ashford, Martin. Con Tricks: The Shadowy World of Management Consultancy and How to Make it Work for You. New York: Simon & Schuster International, 1999.
Barcus, Sam W., & Wilkinson, Joseph W. ( Editors). Handbook of Management Consulting Services. New York: McGraw-Hill, 1995.

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