1.

Importance of leadership

A successful business isn't only composed of business strategies, but also

exceptional leadership. A good leader acts as the catalyst that creates all the
opposite things work together. It takes Leadership skills to direct, guide, and
influence the behaviour and work of workers towards the accomplishment
of specific goals during a given situation. Leadership is the ability/skill of a
manager to encourage the subordinates to work confidently towards
the execution of a goal towards future visions.

Why Required?

1. Simplifies Business focus- Good leadership is required to help explain the

workers, the aim of the business, and conveys the target of the business to
them. The clarification eradicates their confusion and tells them what their purpose
is. A good leader must be humble, strong, and decisive & fosters a positive
vibe within the entire organization. 

2. Collaborative workspace - The culture of the organization is what increases the

worker retention rate. There are companies that have amazing branding and
goodwill within the market but their internal structure depicts a totally opposite
picture. The inner structure is called the culture of the organization. A culture that
appreciates, supports, and motivates employee participation increases employee
retention rate. Good management with improved leadership quality creates an
aura which increases the productivity and overall efficiency of the business.

3. Analysing Corporate goals - Leadership provides a profound understanding of

the purpose of the business and sees where the business is headed. It helps the
organization to avert from the catastrophe before it happens. 

4. Apprise and Up skill employees- All firms work in a competitive environment

which usually changes which means the element of risk is present all the time. To
handle the danger and make the worker aware of such circumstances, leadership
plays an important role. Leaders train the workers for current and long-run risk
management to withstand any unforeseen pressure. 

5. Encourages Ingenuity- Good leadership helps employees to polish their skills. It

helps employees realize their potential talents and hone them. It provides the
chance for workers to practice and do those skills and enhance them at times of
need. This creates equal success for the workers and the company.

6. String along institutional values- Leaders create value for the

organization among the employees. It syncs the organizational values within the
team in such order that they're being implemented. These values create an
improved workplace for workers which helps employees to feel connected to the
organization. 
7. Playing 'The Paragon'- Every business needs good leadership because it fosters
integrity and truthfulness within the organization. When a leader practices
uprightness within the organization, he/she portrays a message for the
worker that they need nothing to be guilty about is they do the right things. The
leader teaches to be truthful towards oneself, the team and organizational as a whole
in each situation because that’s how businesses become successful. The
important sign of leadership is how fair one is when others are being unfair.  It
doesn’t matter which industry, good leadership helps employees in determining
where to manoeuvre with a vision.
Thus, leadership is one of the most important factors determining the success of a
company.

But poor leadership can seriously affect employee morale and even cause the
company’s success to plunge. Bad leadership ends up in poor employee retention
and demotivates the remaining employees, causing them to be much less productive
than they'd rather be.

Bad Leadership and their effect-

A. No Team Chemistry – When multiple team members complain about the
leader, and about the same things, then something is wrong. If team problems left
unsolved, the matter will only go downhill. This causes reduced productivity and a
weakened bottom line.

B. No Communication - Bad leaders won't hear their subordinates. They do not

value any input from their employees. As a result, employees may miss
opportunities to try and do things in better and more efficient ways. Poor
leaders typically fail to convey information to their employees about policies and
procedures that they need to follow.

C. High Employee Turnover- Turnovers can be a very strong sign of poor

leadership. If employees aren't proud of the place and satisfied with the
work they're doing, then the workers will leave at the earliest. This failure
to concentrate often further demotivates employees, resulting in unhappiness and
dissatisfaction with their work and leave as soon as they will.

D. To over micromanage - Micromanagement can breed bitterness within

the employees as they feel monitored as if they were children. They’re going
to feel a scarcity in both autonomy and responsibility, and that they will come to
resent the work that they are doing. Such leaders are simply scared of leaving their
sense of control.

E. No Vision- When a leader lacks vision, he or she is probably going to lack lots of

other important qualities, like priorities, inspiration and focus and their employees
won’t have a way of direction either, which can lead them to exhaustion along with
a scarcity of productivity. The result of this can be usually high employee attrition.
 F. No Clear Expectations from Employees- A poor leader won't tell their
employees the deadline for a project or might tell them but fail to inform them what
their goals are for the project. These leave the workers during a state of
confusion. This could leave the team in utter confusion – dooming the project
before it even begins.

G. Favouritism- A biased leader will often have highly specific preferences for a

specific kind of work, a specific communication method or one approach to
problem-solving over another. It becomes poor leadership when it causes the leader
to completely ignore the contribution of some team members and favour others
instead.

H. Workspace Bully- Such leaders will often scold their employees for

their mistakes publicly and even criticize them for their personality or appearance.
Often threatening them with termination if they are doing not do the work to the
leader’s satisfaction. Such employees will often feel humiliated, demoralized and
leave as soon as they get a chance. Productivity will go down, and also
the bottom line will eventually follow.

2.
Perception is defined as the process of receiving, selecting, organizing, and
interpreting sensory stimuli or data. It also can be defined as a process by which
individuals form and understand their sensory impressions so as to give meaning to
their situation. This can be important for the manager who wants to avoid making
errors when managing people within the workplace.

Managerial implication of Perception in an Organisation

Employment Interview: A significant input into who is hired and who is rejected in
any organization lies in the interview. Interviewers often make inaccurate perceptual
judgments as they draw early impressions about a candidate that becomes very
quickly concrete. If negative vibes are exposed early in the interview, it tends to be
more heavily weighted than positive ones. For instance, a "good applicant" is perhaps
considered more, by the absence of unfavourable characteristics than by the presence
of favourable ones. Thus interview is a crucial process and a manager must recognize
that perceptual factors do influence hiring. Therefore, eventually, the standard of an
organization's workforce depends on the perception of the interviewers and managers.

Performance Evaluation & Expectations: An employee's performance appraisal

greatly depends on the perceptual process. While this could be objective, many roles
are evaluated in subjective terms. Subjective measures are, by definition, judgemental
within which the manager forms a general impression of an employee's work. What
the manager perceives to be "good" or "bad" employee characteristics will
significantly influence the appraisal outcome.
A manager's expectations of a personal effect both the manager's behaviour towards
an employee and therefore the employee's response reciprocally. When a manager
expects positive things from a team, the group delivers. Similarly, if a manager
expects people to perform minimally, they'll tend to behave so to meet these low
expectations. Thus, expectations become reality.

Employee Loyalty: Another important judgment that managers make about

employees is whether or not they're loyal to the organization. The assessment of an
employee's loyalty or commitment is extremely judgemental. What is perceived as
loyalty by one could also be seen as excessive by another. An employee who
questions a top management decision could also be seen as disloyal. Some employees
are called whistle -blowers who report unethical practices by their employer to
authorities inside or outside the organization, typically act out of loyalty to their
organization but are perceived by administration as trouble makers. Also, an
individual's future in an organization is usually not dependent on loyalty alone. In
many organizations, the level of an employee's effort is given high importance.

Making the effort to enforce neutrality in the working environment can help reduce
any of the issues associated with perception mentioned above. Actions that minimize
bias can make it easier for co-workers to collaborate on projects and can help prevent
unnecessary hostility in the office as things like bias and stereotypes can distort
people perceptions. When conflict develops as a result of perception and attribution,
having a neutral party like manager should step in to act as a moderator.

Perception doesn't necessarily form an accurate portrait of things, but rather form a
unique interpretation, influenced by the wants, desires, values, and the nature of the
perceiver. Successful managers understand the importance of perception as an
influencing factors on behaviour. A manager that's skilled in the perception process
will have the following qualities unlike Louis who lacked the below: -

1. Louis should have had a high level of self-awareness- Managers need experience
and expectations to stop perception from distortion. Louis should have known this and
been able to identify when he's inappropriately distorting a situation due to such
perceptual tendencies. Time to time coaching must have been provided whoever
sough-after.

2. Louis must have wanted information from various sources to back his personal
impressions before making a difficult decision. To do so he must have been opened to
feedback. A successful manager minimizes the influence perception by taking the
views of all the people around him. Louise too must have done this. The insights then
gained should have been used to the advantage of his decision-making process and
would have solved the issues then and there.

4. Louis should have risen above personal impressions to grasp the issues seen by
others. He should have influenced the perception of others who were drawing
incorrect or incomplete impressions of events within the workplace. Also, it must
have avoided common perceptual distortions that bias the views of employees and
situations including the stereotypes and halo effects. By this, he must have been able
to establish the real reason why the team got demotivated and avoided getting carried
away with his perception.
 5. By putting the ball in the employee’s court. – Louis should have provided coaching
and taken feedback, then given the employees their space. Excessive micromanaging
often shut down and demotivate employees.

6. Focusing on one issue at a time. - Louis should have identified a number of issues
with an employee, but trying to fix all of them at once had created more disaffection.

7. Identifying the barriers - Louis should have the flexibility to determine a situation
appropriately and not because it is perceived by others. He should have influenced the
perception of others so the work events and situations are interpreted as accurately as
possible. Too much emphasis on their lack of motivation doesn’t work.

8. Conflict Resolution – In a team disagreement between people is going to happen.

That’s normal. But Louis should have had resolved those conflicts fairly and quickly
to keep the employees on track. He should have allowed his team to be heard and
created an environment where teammates come together for the greater good of the
project.

Thus in an organisation, Louis should have been conscious of managing his

perceptual process so as he could have been able to perform perceptual selectivity
towards the betterment of his other.

3. The reason for disagreement between Gen Y and X. It is natural to have such
disagreement?

Each generation has its strengths and weaknesses. Therefore, a person's core values should
play a job within the sorts of tasks, projects, or other opportunities they receive at
work, additionally to other factors like experience and skill set. Clearly from the
question it's evident that gen X and Y have different core values which could from time to
time end in disagreements at the workplace if both work together. Let’s dive into the
essential key differences between Karan’s (Gen X) and Jacob’s (Gen Y) core values –

As a gen X person Karan values workplaces that are positive, fun, efficient, fast-paced,
flexible, and informal and have access to leadership and data. Regarding communication
skills gen X favors command-and-control.

As a gen X person what Karan doesn’t favor -

a. Extreme supervision on projects
b. Jumping from one job to a different
c. Education over decades of experience
d. Formal authority at work

As a Gen Y person Jacob value workplaces that are collaborative, achievement-oriented,

highly creative, positive, diverse, fun, and versatile and continuously providing feedback.
Regarding communication skills Gen Y favors collaboration.
As a Gen Y person what Jacob doesn’t favor -
a. Focusing entirely on stability and retirement.
b. Enjoying a proper and uptight working atmosphere
c. Confined working schedules
d. Owning tangible items like a house, car, etc.

Other than the above differences the reason for generational disagreement could arise

from the fact that gen X is less cost-effective and also when it involves displaying executive
presence they score all-time low. They value having the ability to try and do things quickly
and are less inclined to spend hours of overtime completing something perfectly. Gen Y
on the opposite hand is adaptable and collaborative. This generation is only impatient when
it involves career growth and thus jump from one job to a different.

Yes, it's natural to possess disagreements amid employees from two different generations.

As other than the challenges of managing multigenerational teams there are benefits of a
multigenerational workforce too.

In coming future, Gen Y employees (in here Jacob) are more likely to participate within
the nation’s workforce. Millennials are creating a change in how work gets done, as they
work more in teams and use more technology. As they have grown up during a time where
information has become available instantly they have a tendency to be to be more creative at
work. They have developed into a bunch that wishes to figure on new and tough problems
and ones that need creative solutions. Since a Gen Y employee is interested about feedback
on his or her performance and thus seeks to understand that they’ve done a decent job
which successively makes them more willing and desirous to take risks and take them as
learning opportunities. Jacob or a Gen Y employees do not just work for pay-checks.

Since they pursue self-development, they have a tendency to hunt purpose in their

work. They need a more collaborative mentality where there won’t be bosses but coaches and
everybody can pitch in their opinions and work together. 

Value system of different generations –

Generations?
Each one of us is a part of a generation, or a group of individuals living at the same period of
time called Generation. That period of time, is usually considered to be roughly 30 years
because by that time the next generation arrives that typically shares values and viewpoints of
the world.

Now that we understand what generations are, there are four basic generations that we will
discuss below –
Traditionalists: This generation is a blend of Greatest Generation (1901 - 1924) and the Silent
Generation (1925 - 1945).

Baby Boomers: This generation has people born between 1946 and 1964 right after World
War II.
Generation X: This generation has people born between 1965 to 1980.

Millennials: Aka Generation Y, has people born during the time frame of 1980 to the year
2000.