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Practicing Leadership: Principles and Applications


The student will answer the question with a minimum of 200 words with two or more references cited. The initial post is due by each Wednesday of the week. You are required to respond to two peers with a minimum response of 150 words with cited references. Be sure and review the provided Rubric, you will find it in the Course Documents.  You must start a thread before you can read and reply to other threads.

Are there differences in management and leadership?  Can one be an effective manager and a poor leader at the same time?  I encourage you to use the videos and your text in response to the discussion question.  You must start a thread before reading or replying to other threads.

Practicing Leadership: Principles and Applications

Chapter 7: Management and Leadership

A Manager’s Job

Chapter 7: Management and Leadership

Yukl’s Eleven Managerial Practices


Consulting and Delegating

Planning and Organizing

Problem Solving and Crisis Management

Clarifying Role and Objectives

Monitoring Operations and Environment


Recognizing and Rewarding

Supporting and Mentoring

Managing Conflict and Team Building


Chapter 7: Management and Leadership

Green Thumb Leadership

Learning Organizations: Organizations that adapt and grow to cater to new markets and build on new ideas.

Green Thumb Leaders:

Are supportive rather than directive

Operate with less hierarchy than traditional models by delegating managers to lead their own departments

Foster open communication lines between themselves and their employees

Eliminate threats to new idea generation

Actively protect new initiative

Encourage risk taking and flexibility

Chapter 7: Management and Leadership

Managerial Mentoring


Role: Collaborator . Role: Innovator


Focus: Relationships . Focus: Change


Competencies: Facilitating, . Competencies: Visioning,

Coaching, and Dialoguing . Championing, and Diffusing




Role: Integrator . Role: Producer


Focus: Alignment . Focus: Results


Competencies: Organizing, . Competencies: Targeting,

Improving, and Bridging . Improvising and Measuring


Chapter 7: Management and Leadership

Managerial Leadership

Five competencies of effective managerial leadership:

Challenging the process

Inspiring a shared vision

Enabling others to act

Modeling the way

Encouraging the heart

Chapter 7: Management and Leadership

Questions for Discussion and Review

What skills are needed to be a successful manager? A successful leader?

In what ways can leaders and managers share expertise to help their company grow and adapt to the changing demands of society?

Have you ever filled a position that required you to be a mixture of a leader and a manager? What were your responsibilities?

Do you share Kotter’s belief that most organizations are overmanaged and underled. If so, why do you feel this way and how can this be changed? If not, describe how your viewpoint differs from Kotter’s.

Chapter 7: Management and Leadership




Video View 4 (Patrick Dixon).html

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