Практика Shadowing: Leadership: Managing People Unit 5 - Изучайте разговорный английский по видео
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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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Цели разговорной практики в этом клипе
Этот видеоматериал идеально подходит для развития практики разговорного английского на теме лидерства, а также для отработки навыка shadowspeak (или shadow speech), который заключается в повторении речи за говорящим в реальном времени. Цель — улучшить флуентность, поправить интонацию и научиться использовать профессиональную лексику в контексте менеджмента. Это отличный способ достичь рубежа уверенного выражения мыслей на темы лидерских стилей и организационного поведения.
Банк фраз для повторения
- "task centered style" — "стиль, сосредоточенный на задачах"
- "employee centered style" — "стиль, сосредоточенный на сотрудниках"
- "situational approach" — "ситуационный подход"
- "buy in into the task" — "привлечение к задаче"
- "valuable insight" — "ценные идеи"
- "laissez faire style" — "стиль лайссе-фейр"
Эти фразы часто используются в деловом английском, поэтому их повторение с помощью Shadowing английский поможет запомнить их и автоматизировать использование в речи.
Исправляем слабые места
Основная сложность в этом диалоге — правильная интонация при объяснении концепций и сохранение ритма при перечислении терминов. Метод shadowing поможет улучшить это: слушайте фрагмент, останавливайте, повторяйте за говорящей, пытаясь подстроиться под её темп и акценты. Особое внимание уделите словам с длинными слогами, например, "transformational" или "contingency approach". Рекомендуем использовать shadowing site для структурированной практики, чтобы систематически работать над произношением и темпом речи. Практикуйте по 10–15 минут в день, и вы заметите прогресс в уверенности и четкости выражения мыслей на английском.
Грамматика в этом видео
Конструкции, которые говорящий использует чаще всего, с точными словами из видео:
| Конструкция | В видео |
|---|---|
| Пассивный залог be + причастие прошедшего времени — важно, что происходит, а не кто это делает | is divided · is really focused · is focused |
| Present Perfect have/has + причастие прошедшего времени — прошлое действие, важное сейчас | we've discussed · we've already addressed · have been coined |
Что такое техника Shadowing?
Shadowing — это научно обоснованная техника изучения языка, изначально разработанная для подготовки профессиональных переводчиков и популяризированная полиглотом доктором Александром Аргуэльесом. Метод прост, но эффективен: вы слушаете аудио на английском от носителей языка и немедленно повторяете вслух — как тень, следующая за говорящим с задержкой в 1–2 секунды. В отличие от пассивного прослушивания или грамматических упражнений, Shadowing заставляет мозг и мышцы рта одновременно обрабатывать и воспроизводить реальные речевые паттерны. Исследования показывают, что это значительно улучшает точность произношения, интонацию, ритм, связную речь, понимание на слух и беглость речи — что делает его одним из самых эффективных методов для подготовки к IELTS Speaking и реального общения на английском.