find out the reasons of for the satisfactory conditions of evolution management developed program
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Answer:
Explanation:When the subject of great leadership is raised in conversation, opinions range from misty-eyed memories of a great sports coach, to visions of Moses, leading his people into the Promised Land. Somewhere in the middle falls grateful acknowledgement of a manager who inspired and guided our progress in work or some other aspect of life.
If recent corporate history has taught us anything, it is that we are fallible beings, capable of rationalizing a definition if it suits our purposes. At its heart, leadership is amoral and no intelligent discussion of the subject can proceed outside the context of ethics, character and accountability. Leadership has the potential to marshal exceptional achievement and individual and group commitment, but it can also be manipulative and/or self-serving.
Recent research on leadership has identified “authenticity” as the single most important personality trait. Individuals and the public at large are increasingly able to discern real leadership that serves the common purpose, and “faux leadership” that focuses only on a cosmetic interpretation of important principles and truths. In fact, most respected leaders will admit that their own journey has been one of trial and error, and humbling self-awareness coupled with a total commitment to a vision, the people that make that vision a reality and, above all, the greater good.
For an organization planning to embark on a program of leadership and/or management development, it is wise to probe past jargon de jour, promises of miraculous change, and the one-size-fits-all method, and consider what the organization truly believes about leadership in the context of its history, culture, mission and values. Leadership and management development are about enabling the future governance and stewardship of the organization. Therefore organizations need to forge their own agenda, and dictate fitting values, structure, program content, measurements and processes.
Management or Leadership?
It has long been recognized that management is much more than administering and executing the operational tasks and processes of planning, controlling and implementing. Increasingly, in flatter organizations, or in project-based or matrix environments, managers need advanced leadership skills to motivate a wide range of individuals without the prop of hierarchy, position or title. The ability to influence and lead others in a fast-paced, competitive world is essential to success. The literal definitions of the terms, ‘manager’ and ‘leader’ may be different, but the debate is one of semantics.
Leadership is a fundamental part of management. Individuals are predisposed toward one or the other, but good leaders do not function well without management skill, and managers do not achieve results without leadership skills. The concepts, competencies and dynamics required of each are very different, but high-performing individuals and firms recognize their inter-dependence and fundamental compatibility.
Many have personal experience of tightly managed organizations that no longer exist because of a lack of leadership in adapting, changing or innovating in response to changing circumstances. Conversely, there are countless case studies of high-energy entrepreneurial firms that failed for lack of discipline in the fundamentals of management.