Shadowing Practice: Leadership: Managing People Unit 5 - Learn English Speaking with Video
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Hi, everyone.
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This is Dr. Laura Portolese, and I'm here to discuss some of the main concepts in Unit 5 in the Course Managing People.
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Let's go ahead and get started.
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Our Course Managing People is divided into eight units, and in this video, we're going to be talking about Unit 5, which is about leadership.
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I know it's important to consider the learning objectives in each unit that you're studying in this course,
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and that's because all of the course material as well as the exam questions are tied to the learning objectives.
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So let's take a look at the learning objectives for this unit together.
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The first one is categorize behavioral styles such as laissez -faire, autocratic, democratic, transformational, transactional, or charismatic,
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and models of situational leadership using the contingency approach.
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Our second learning objective is characterize leader effectiveness based on theories and traits of leadership,
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such as behavioral theory and modern trait theory.
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Assess the effects of leadership on human support systems and workforce planning to ensure employee well -being and achieve high organizational performance.
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Compare the characteristics of trustworthy leaders such as fairness role models trust and followers passionate inspirational
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alignment of values and actions to those of unworthy leaders such as narcissistic
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abuse power irrational leaders and finally explain the benefits of organizational trust
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and its role in conflict management and creating a collaborative culture
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so now that we've discussed the learning objectives let's take a look at the major topics that we're going to be addressing.
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The slide here lists the vocabulary that we will be discussing throughout this video
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and also words that you should know and be comfortable with to get yourself ready for the practice exam.
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The major topics in this unit include examples of behavioral styles of leadership.
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We'll also discuss approaches to leadership and trait leadership styles.
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We'll talk about trustworthy versus untrustworthy leaders.
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We'll discuss workplace planning in leadership, and we'll also address leadership trust and collaboration.
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One of the major cornerstones
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when we look at leadership styles is whether a leader is task centered or whether they're employee centered.
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A task centered style is really focused, as the name suggests on getting the task done
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so they're focused on what that end goal is
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and what the team should achieve in getting the work done an employee -centered style is more focused on relationships
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and how to build relationships building trust and development of the employees
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usually we'll see that the best leaders have a combination of a task -centered style
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and an employee -centered style
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and one isn't necessarily better than the other as we'll discuss a little bit later in this unit we like
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and should consider taking a situational approach
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so depending on the situation we may tend to use one style
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or another it also could depend on the personalities of our employees the task at hand
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and many other variables but the important thing to remember here is
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that the task -centered style is focused on getting things done, while the employee -centered style is focused on the relationship building and the relationships.
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When we look at leadership styles, we have three main styles that we can consider.
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The first is an autocratic style, and in this style, this is when the leader makes all of the decisions and they don't get input from employees.
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and while this sounds negative in some situations it might be consider some decisions
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that a manager or a leader has to make where they need to be autocratic
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so that could be salary decisions and where there's maybe a process already in place
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so there are some decisions
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that maybe are emergency where in an emergency you don't want
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to get input you need to just make a quick decision and go with it.
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So again, depending on the situation, the autocratic style may be a fine one to use, but in general day -to -day management,
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one of these two other styles based on the situation is better to be used
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and a little bit more motivational to your employees.
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The next style is democratic, and democratic refers to participation
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and allowing employees to participate in the decision -making process this is good
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because a lot of times
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when people are allowed to have a say in the process
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they tend to have more buy -in into the task
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that needs to be accomplished so this is an ideal style in a lot of situations
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but as we've already addressed That's not necessarily all of them.
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In a laissez -faire style, the leader or the manager tends to let their employees make all of the decisions.
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And again, based on the situation, this can be a good thing.
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If the employees are very well trained, very experienced, it may be fine to let them make a lot of the decisions.
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But you as a leader may still have to make some of the decisions.
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So as you can see from the discussion of these, it's really based on situation when, as a leader, you may want to use a different style,
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one versus the other.
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But generally speaking, it's a good idea to involve your employees in decisions
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and gaining their input as they probably have a lot of valuable insight that you could gain from.
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One of the interesting theories that this unit happens to talk about is the idea of the PATH goal model.
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And if you look at the figure located here, you can see that there's leader behavior as well as situational factors
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that ultimately are combined to influence the outcomes they hope to achieve.
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So those outcomes for subordinates or employees would be satisfaction, high performance, as well as motivation.
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So when we look at leader behavior, we look at whether or not the leader is supportive
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or maybe they use more of a directive type style of leadership or participative.
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And then we also look at the situational factors that go into that,
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which really is based on the work environment and the individual subordinate or employee characteristics.
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For example, if an employee is very new, you're probably not going to use much of a participative approach.
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It might need to be directive until they learn their job.
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In other words, what this model tells us is that depending on a situation, we want to think of our own behavior as a leader,
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the situational factors, combine those, and figure out the best way that we can influence the outcomes that we want,
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which include motivation, satisfaction, and performance.
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As we continue to talk about leadership styles, there are a few other styles that we should address that were discussed in Unit 5.
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And one of those is a transformational leadership style or transformational leader.
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And these are the leaders that inspire others.
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They're very passionate.
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They have a lot of vision for the future
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when you think of leaders like steve jobs of apple you see them standing on a stage
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and they're very charismatic and inspirational this is a transformational leader this is someone
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that motivates people based on their own passion and their own vision
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and when we look at the somewhat of the opposite of
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that we can look at transactional leaders and transactional leaders ultimately are
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that more task -centered style
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that we talked about earlier they're focused on getting the job
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done getting the tasks complete in order to meet the goal
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now it's important to note
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that one style is well let me say this necessarily it may not be one style
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or the other you may have someone that's a great transformational leader
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but they're also a good transactional leader you may somewhat have someone
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or a leader that's not very uh that doesn't have a ton of vision
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and they're not this great speaker but they're really good at getting the job done
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so just keep in mind one necessarily isn't better than the
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other oftentimes it depends on people's individual style their their abilities
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and personality of course the last definition here is the idea of servant leaders.
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And when we hear of a servant leadership style, that type of leadership style is not very task focused,
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but instead is focused on serving the people that work for them and helping individuals with growth.
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So these types of leaders tend to be very supportive.
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They try to create opportunities for people to grow and learn
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and continually do better and better within their job theory x
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and theory y is a fairly classic style and this is more
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geared toward the trade idea of leadership rather than behaviors so
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when we think of theory y
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and x we want to think about this is how the leader thinks
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and internalizes things and therefore their actions probably follow the way
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that they think so our theory x leader will tend to believe
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that people don't like work they need to be coerced into getting things done
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and they're really not going to take initiative they need a leader in order to stay focused and move forward
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the opposite of this is our theory y leaders and theory was um believe that people get inner satisfaction from work.
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They know that if they're given the chance, they're happy to share ideas and participate in the process of decision -making.
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So if we take a step back and we think about these two different approaches, probably no leader is extremely one or extremely the other,
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but maybe somewhere in the middle.
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But the important thing to remember with this theory is that how people think and how a leader reasons
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is ultimately how they're going to interact with their employees.
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So when we look at theory X, if you assume that people don't like work,
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you're probably not going to be that motivated to create development opportunities
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and allow the person to grow as an individual within the organization,
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because that's not your core belief in terms of individuals and how they feel about work.
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So while this theory is fairly black and white, everything sort of falls in the middle, and we find that some leaders have some of these characteristics or beliefs,
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but maybe not all of them.
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So that's the important thing to keep in mind.
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We've already addressed the contingency theory a little bit, and that's the idea that, depending on a situation, we may want to use a different leadership style.
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And we can look at that through this model,
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contingency model, and we can look on the bottom left where it says leader -member relations,
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task structure, as well as leader position power.
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So what the contingency theory tells us is that we can look at these three elements, whether they're weak or strong,
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high or low, and ultimately determine the best way to behave in a situation.
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So for example, if we look right where the leader -member relations are poor and the task structure is low,
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so it's a little bit ambiguous and people are unsure what they should be doing, and then the leader position power is also weak,
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in this type of situation, then we should really just focus on the task.
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Because as a leader, we don't have great relations, we don't have a great position for, so therefore we should focus on the task at hand.
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So what this chart does is it helps inform us about
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which direction we want to go and what type of leadership style we may want to implement depending on the situation.
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Now, of course, nothing is black and white, so this is going to be very situational, and there may be some situations where you need to use
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a combination of approach such as a more directive style in the beginning
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but a more participative style at the end of a project for example
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so the important thing to remember is that any type of contingency theory
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when we talk about leadership essentially means
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that we want to look at the individual situation
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and base our leadership style based on that situation our next topic in this unit is about nightmare leadership traits.
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And those have been coined TNT leadership or three nightmare traits of leadership.
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And those three traits are dishonesty, disagreeableness, and carelessness.
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So dishonesty, of course, this doesn't create trust for the organization and it doesn't help with satisfaction for employees.
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So of course, this is a trait that we want to avoid.
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When we look at disagreeable leaders, this type of individual will tend to be overly critical,
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they'll be inflexible, and they'll try to create a culture of fear where people only do things
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because they're afraid of losing their job, for example.
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So of course, this is a very negative trait in a leader.
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Carelessness is the third trait that we will address here, and that's where there isn't much attention paid to work.
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It's sloppy.
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They tend to be very impulsive individuals.
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So when we look at these traits, they can become part of a toxic trait of leadership,
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which is, of course, very negative in just about any workplace because we find that toxic don't listen well.
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They tend to never think that they're wrong.
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It's all about them.
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It's all about their ego they have a need to control everything
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and really everything that they do within the organization is about their power
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and their feelings of power
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so of course as leaders we want to have these these traits
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and we want to avoid being a toxic leader
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but it's something to consider
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when you think about your own experiences maybe at a past job
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or a current job ways that you can work around these types of leaders
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which can be a challenge
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because as you can tell many of them are just simply personality traits
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that can be difficult so
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if we're in a position where we're able to promote people we definitely want to ensure
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that they don't have these traits if they take on a leadership position.
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We're now moving away a bit from our discussion on leadership traits, and we're going to talk a little bit about leadership
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and managing people as it relates to planning and strategy when you're thinking about the people that work for you.
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So it's a circular process, as you can see from this figure, where first we engage in strategic planning
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and then we look at our current workforce the skills
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and abilities they have and we do an analysis on
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that then next we want to consider future requirements of our workforce
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so what kind of skills
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and traits do we need people in the future to have based on our strategic plan
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and then we look at a gap analysis a gap analysis here is our ideal state here is where we're currently at,
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what gaps ultimately exist.
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Now, once we identify those gaps with our workforce,
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then we can focus on planning for action and putting together a hiring plan together and creating job descriptions if need be.
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And then finally, we can look at the execution and evaluation of the plan.
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So once we execute it, when we determine from a strategic perspective how many people we need and what type of positions are going to be in,
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then we want to take a step back and then evaluate it later to make sure that we're not missing anything.
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And then that then again, of course, starts the cycle over again.
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There's probably no more important process when you have a managing people as this one
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and the ability to really look at your strategic plan
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and tie that strategic plan to what your human capital needs
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or be very very important process
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and very important to be aware of as you can imagine
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and as we've alluded to a little bit already
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when we look at leadership one of the most important components
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from an employee perspective is having trust within the leadership
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and we can define trust as the confidence in another person's goodwill
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and when we look at the sources of trust in an organization there
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for example we could trust someone just because we're familiar with them
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because we've interacted with them enough we may have trust
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because our organization has a set of values and norms
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and we see that the leader follows that so
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that creates an environment of trust past experience is another method where we can begin to trust someone.
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We've had a positive experience with someone.
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For example, they followed through on a promise, and that can help build trust as well.
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Of course, of that, when we don't trust the leadership in our organization, we see that there are productivity issues,
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communication issues, and empowerment issues, which, of course, all of these can lead to an ineffective work environment
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that is not very productive and doesn't do as well, doesn't live up to its potential, we can say.
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So trust in leadership is extremely important.
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Now that we're finished with this unit, let's talk a little bit about what you've learned.
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This unit on leadership, we talked about different types of leadership styles, such as laissez -faire, autocratic, democratic, and transformational, and several others.
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We also talked about leadership effectiveness based on theories
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and different traits of leadership we discussed how leadership can help human support systems
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and vice versa we also talked about workforce planning we talked about the characteristics of trustworthy leaders
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to untrustworthy leaders and made some comparisons on those
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and finally we talked about the benefits of organizational trust within an organization
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and especially with leadership let's take a look now at what's
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next to prepare you for the practice exam i definitely recommend
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that you do another review of the material maybe especially some of the material that you had some challenges with
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once you review that material you should be all set to take the practice exam
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and i wish you the best of luck on that
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אוצר מילים והערות הגייה לשיעור הזה
שיעור הדיבור הזה ברמה C1 מבוסס על הסרטון “Leadership: Managing People Unit 5”. המילים שחוזרות הכי הרבה: leader, leadership, style, employee, trait. בסרטון הזה יש 220 משפטים ו-3022 מילים לתרגול Shadowing. הדיבור נמשך 19:42. הדובר מדבר בקצב טבעי של כ-153 מילים בדקה, קרוב לשיחה יומיומית. 88% מהמילים נמצאות בין 3,000 המילים הנפוצות ביותר באנגלית; כדאי ללמוד את השאר לפני שמתחילים.
אוצר מילים מרכזי בסרטון הזה
15 המילים המתקדמות ביותר בסרטון, עם ההגייה והמשמעות שלהן:
| מילה | הגייה | משמעות |
|---|---|---|
| trait שם עצם | /tɹeɪt/ | מאפיין, תכונה |
| situational שם תואר | /sɪtjuːˈeɪʃənəl/ | מצבי, נסיבתי |
| characteristic שם עצם | /ˌkæɹ(ə)ktəˈɹɪstɪk/ | סממן |
| motivate פועל | /ˈmoʊ.tɪ.veɪt/ | דרבן |
| workplace שם עצם | /ˈwɝkˌpleɪs/ | מקום עבודה |
| supportive שם תואר | /səˈpɔɹtɪv/ | תומך, תומכת |
| servant שם עצם | /ˈsɝvənt/ | מְשָׁרֵת |
| categorize פועל | /ˈkætɪɡəˌɹaɪz/ | קטלג, סִוֵּג |
| cornerstone שם עצם | /ˈkɔɹ.nɚ.stoʊn/ | אבן פינה |
| ambiguous שם תואר | /æmˈbɪɡ.ju.əs/ | דו משמעי |
| goodwill שם עצם | /ˌɡʊdˈwɪl/ | רָצוֹן טוֹב |
| vocabulary שם עצם | /vəˈkæb.jə.lə.ɹi/ | אוֹצַר מִלִּים |
| continually תואר הפועל | /kənˈtɪnjuəli/ | עוד |
| execute פועל | /ˈɛksɪˌkjuːt/ | להוציא להרוג |
| inspire פועל | /ɪnˈspaɪə(ɹ)/ | השרה |
Phrasal verbs שתשמעו
| מילה | משמעות |
|---|---|
| figure out פועל | הֵבִין, מצא תשובה |
משפטים שכדאי לחזור עליהם
משפטים קצרים ושלמים מהסרטון שאפשר להשתמש בהם בשיחה יומיומית:
- Let's go ahead and get started.
- We'll talk about trustworthy versus untrustworthy leaders.
- We've had a positive experience with someone.
דקדוק בסרטון הזה
המבנים שהדובר משתמש בהם הכי הרבה, עם המילים המדויקות מהסרטון:
| מבנה | בסרטון |
|---|---|
| סביל (Passive voice) be + past participle — הדגש הוא על מה שקורה, לא על מי שעושה את הפעולה | is divided · are tied · be used |
| הווה מושלם (Present perfect) have/has + past participle — פעולה שקרתה בעבר ועדיין יש לה חשיבות או השפעה עכשיו | we've discussed · we've already addressed · have been coined |
הגייה ששווה לשים לב אליה
הדובר משתמש ב-62 קיצורים וצורות מקוצרות, כמו they're, we're, don't. אמרו אותם בצורה הקצרה, כפי שאתם שומעים אותם.
- הצלילים של “th”: trustworthy /ˈtɹʌst.wɜː.ði/, untrustworthy /ˌʌnˈtɹʌstˌwɜː(ɹ)ði/, unworthy /ʌnˈwɝði/
- הצלילים של “sh” ו-“zh”: situational /sɪtjuːˈeɪʃənəl/, transactional /trænˈzækʃ(ə)nəl/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, inspirational /ˌɪnspəˈɹeɪʃənəl/, passionate /ˈpæʃənɪt/
- מילים ארוכות — שימו לב להטעמה: situational /sɪtjuːˈeɪʃənəl/, contingency /kənˈtɪnd͡ʒənsi/, transactional /trænˈzækʃ(ə)nəl/, characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/
צלילים שדוברי עברית מתקשים בהם:
- /w/ — שפתיים מעוגלות, לא /v/: workforce /ˈwɝk.foɹs/, trustworthy /ˈtɹʌst.wɜː.ði/, untrustworthy /ˌʌnˈtɹʌstˌwɜː(ɹ)ði/, workplace /ˈwɝkˌpleɪs/, unworthy /ʌnˈwɝði/
- /æ/ — פתוח יותר מה-“אֶ” העברית, לא כמו “a” ב-“cup”: transactional /trænˈzækʃ(ə)nəl/, characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, charismatic /ˌkɛɹəzˈmætək/, interact /ɪn.təˈɹækt/, passionate /ˈpæʃənɪt/
- /r/ — הלשון לא נוגעת בשום מקום, לא ה-“ר” הגרונית: trait /tɹeɪt/, workforce /ˈwɝk.foɹs/, transactional /trænˈzækʃ(ə)nəl/, characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, trustworthy /ˈtɹʌst.wɜː.ði/
איך לתרגל עם הסרטון הזה
- הקשיבו לכל הסרטון פעם אחת בלי לדבר, ורשמו את המילים שאתם לא מכירים.
- התחילו במהירות 0.75×, תרגלו Shadowing משפט אחר משפט, וחזרו למהירות רגילה כשזה מרגיש קל.
- הקליטו את עצמכם והשוו למקור, תוך תשומת לב למילים כמו trait, situational, characteristic.
מהי טכניקת השאדואינג?
שאדואינג היא טכניקת למידת שפה מבוססת מדע שפותחה במקור להכשרת מתורגמנים מקצועיים ופופולרית על ידי הפוליגלוט ד"ר אלכסנדר ארגואלס. השיטה פשוטה אך עוצמתית: אתה מקשיב לאודיו באנגלית ילידית וחוזר עליו בקול רם מיד — כמו צל העוקב אחרי הדובר עם עיכוב של 1–2 שניות בלבד. בניגוד להאזנה פסיבית או תרגילי דקדוק, שאדואינג מכריח את המוח והשרירים בפה לעבד ולשחזר דפוסי דיבור אמיתיים בו זמנית. מחקרים מראים שזה משפר משמעותית את דיוק ההגייה, האינטונציה, הקצב, הדיבור המחובר, הבנת השמיעה ושטף הדיבור — מה שהופך אותו לאחת השיטות היעילות ביותר להכנה לIELTS Speaking ולתקשורת באנגלית בעולם האמיתי.