ANSWER. 1. Define the term leadership.

Leadershio is the ability to inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals.

2. How can one distinguish between leaders and misleaders? 3. List and briefly explain the principle of leadership. Custome focus. Leadership for quality requires a customer focus. This mean the organizations primary goal is to meet or exceed customer expectations in a way that gives the customer lasting value. In a total quality setting, there are both internal and external customers. Internal customers are other employees withtin the organization whose work depends on the work that precedes theirs. External customers are people who purchase or use the organizations products. Obsession with quality. An attitude that must be instilled and continually nurtured by leaders in an organization. It means that every employee aggressively pursues quality in an attempt to exceed the expectations of customers, internal and external. Recognizing the stracture of work. Leadership for quality requires that work processes be analyzed to determine their appropriate structural makeup (organization, order of steps, tools used, motion required, etc.). When the optimum structure is in place, work processe should be anaiyzed, evaluated, and studied continually in an attempt to improve them. Freedom through control. Ensure that managers abd employees take control od work processes and methods by collaborating to standardize them. The goal is to reduce variations in output by eliminating variations in how work is done. Unity of purpose. Leader must articulate the organizations mission clearly and accurately so that all employees understand it, believe in it, and commit to it. When there is unity of purpose, all employee pull together towards the same end. Looking for fault in systems. Leadership for quality requires a change in focus from assessing blame for problems to assessing systems in an attempt to ferret out abd correct systemic problems.

Teamwork. Team of people working together toward a common goal can out-perform a group of individuals working toward their own ends. Leadership for quality requires team building and teamwork. 4. Describe Maslows Hierarchy of Needs and how it can be used in a total quality setting. Basic survival needs air, food, water, clothing, shelter. Safety/security needs Social needs Esteem needs Self-actualization needs Leader need to understand how to apply Maslows model if they hope to use it to motivate and inspire workers. Principles require for applying this model are: i. Needs must be satisfied in order from the bottom up. ii. People focus most intently on their lowerst unmet need. For example, employees who have not met their basic security needs will not be motivated by factors relating to their social needs. iii. After a need has been satisfied, it no longer works as a motivating factor. For example, people who have satisfied their need for financial security will not be motivated by a pay raise.

5. Explain the leadership characteristics that build and maintain followership. Sense of purpose successful leaders have a strong sense of purpose. Self-discipline successful leaders develop discipline and use it to set an example. Honesty successful leaders are trusted by their followers. Credibility successful leaders have credibility. Common sense successful leaders have common sense. Stamina successful leaders must have stamina. Commitment successful leaders are commited to the goals of the organization. Steadfastness successful leaders are steadfast and resolute.

6. Compare and contrast leadership and management. Management is about coping with complexity; leadership is about coping with change. Management is about planning and budgeting for complexity; leadership is abaout setting the direction for change through the creation of a vision. Management develops the capacity to carry out plans through organizing and staffing; leadership aligns people to work toward the vision.

Management ensures the accomplishment of plans through controlling and problem solving; leadership motivates and inspires people to want to accomplish the plan.

7. Explain what organizations must do to respond effectively to change. 8. Explain each step in change facilitation. Step 1- Establish an understanding of the reality of continual change. Change is not something organizations do because they want to or because they get bored with the status quo Step 2- establish and charter the steering committee. Although a visible and visionary individual can certainly be a catalyst for organizational change, the reality is that one person alone does not often change an organization. Step 3- establish antenna mechanisms for anticipating change. Leading change is about getting out in front of it. Its about driving change rather than letting it drive you. Step 4- develop a vision of the organization after the change. Kotter calls a vision a sensible and appealing picture of the future. Step 5- communicate the change vision to all stakeholders. People will buy into the vision only if they know about it. The vision must be communicated to all stakeholders. Step 6- implement the change. A step that is usually composed of numerous substeps. It involves doing everything necessaty to get the change made. Step 7- incorporate the change process in the organizational culture. Once an organization has gone through the transformational process of change, both the change itself and the process of change should be incorporated as part of the organizatons culture.