What are the differences between leaders and managers

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Reference no: EM13340733

Read the case study 4.2 Finding the Emotional Intelligence in the text on pages 130. (Case Study found below)
1. What are the differences between leaders and managers? Can anyone be a leader? Which would you prefer to work for and why?
2. Share an example from your work or school experience with working through the five stages of team development.
3. Select one of the characteristics of an effective project manager and tell why it is important.
4. Take the Future Time Perspective scale on page 129. Share your results and comments with the class.

Additional instructions:
Hello Everyone,

As mentioned at the start of last week, your Week 6 discussions (both TD1 and TD2) will be for you to write a paper about the questions and topics asked in each.

For Threaded Discussion 1, you will need to read the case study 4.2 Finding the Emotional Intelligence in the text on pages 130.

In your paper, explain what you understand about the differences between leaders and managers. Can anyone be a leader and share which would you prefer to work for and why.

I would also like for you to share an example from your work or school experience with working through the five stages of team development.

Select one of the characteristics of an effective project manager and tell why it is important.
Take the Future Time Perspective scale on page 129.

Be sure to include an introduction, body of your paper, and conclusion.

TD1's paper should be a minimum two pages not including APA title and Reference page. Use APA 6th edition, citations and references must be correctly used, and grammar and punctuation at par.

Post your paper due no later than Friday night August 15th by 11:59pmMT, in this discussion. Response to classmate papers is not necessary.

TD1 paper is worth 15 points. (Questions 10 pts., Format/Mechanics 3 pts., Grammar and APA 2 pts.)

I will use Turnitin to validate originality.

Thank You,
Alex
Case Study 4.2: Finding the Emotional Intelligence to Be a Real Leader
Recently, Kathy Smith, a project manager for a large industrial construction organization, was assigned to oversee a multimillion-dollar chemical plant construction project in Southeast Asia. Kathy had earned this assignment after completing a number of smaller construction assignments in North America over the past three years. This was her first overseas assignment and she was eager to make a good impression, particularly given the size and scope of the project. Successfully completing this project would increase her visibility within the organization dramatically and earmark her as a candidate for upper management. Kathy had good project management skills; in particular, she was organized and highly self-motivated. Team members at her last two project assignments used to joke that just trying to keep up with her was a full-time job.
Kathy wasted no time settling in to oversee the development of the chemical plant. Operating under her normal work approach, Kathy routinely required her staff and the senior members of the project team to work long hours, ignoring weekend breaks if important milestones were coming up, and generally adopting a round-the-clock work approach for the project. Unfortunately, in expecting her team, made up of local residents, to change their work habits to accommodate her expectations, Kathy completely misread the individuals on her team. They bitterly resented her overbearing style, unwillingness to consult them on key questions, and aloof nature. Rather than directly confront her, however, team members began a campaign of passive resistance to her leadership. They would purposely drag their feet on important assignments or cite insurmountable problems when none, in fact, existed. Kathy's standard response was to push herself and her project team harder, barraging subordinates with increasingly urgent communications demanding faster performance. To her bewilderment, nothing seemed to work.
The project quickly became bogged down due to poor team performance and ended up costing the project organization large penalties for late delivery. Although Kathy had many traits that worked in her favor, she was seriously lacking in the ability to recognize the feelings and expectations of others and take them into consideration.
Questions
1. Discuss how Kathy lacked sufficient emotional intelligence to be effective in her new project manager assignment.
2. Of the various dimensions of emotional intelligence, which dimension(s) did she appear to lack most? What evidence can you cite to support this contention?
(Pinto 130)
Pinto, Jeffery K. Project Management: Achieving Competitive Advantage, 3rd Edition. Pearson Learning Solutions, 7/2012. VitalBook file.
The citation provided is a guideline. Please check each citation for accuracy before use.

Reference no: EM13340733

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