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One of the most important things I took from Module 1 was the different aspects of management; management as people and management as a process. I chose the artifact below because if you are familiar with the show The Office, you understand how some managers may not exactly follow a management process and how important it is to know the difference between management as people Vs. management as a process.

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Something I found interesting in Module 1 was the breakdown of vertical management. The artifact below is a useful website that provides insight on vertical management along with horizontal management, and the benefits and drawbacks of each.

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Free Trial Offers for Project Management Software

Business organizations follow a variety of structures and models. Unlike a physical structure which is usually static, an organizational structure is a dynamic system. It outlines how activities are directed in order to achieve the business goals of an organization. Activities can include rules, roles and responsibilities. The structure also determines information flow, as well as workflow from level to level.

Most business organizations are set up either vertically or horizontally. A vertical, or centralized, business structure, for example, make decisions that flow from top to bottom. In contrast, in a horizontal, or decentralized structure, decisions are made at various levels. The type of structure also directs how an organization manages projects and get results.

Vertical Organizations

Traditional businesses are usually vertical organizations that have a well-defined leadership structure at the top. Their influence flows down to middle managers and department heads. In turn, middle managers assign tasks to employees within their departments. When an employee completes a task, it is presented back up the hierarchy, until a manager with sufficient authority approves (or rejects) the work. The approved work is then moved out of the originating department, and to other areas of the business for further testing or for production.

Command and Control Project Management

In the past, vertical organizations usually follow a command and control style of project management. Like the business hierarchy, this project management method involves a senior-ranked professional who assigns tasks with specific guidelines. Employees who received the work have to comply exactly as directed, with very little room for deviation. The reason for this strictness is that the project manager is usually an expert, with ample experience and higher levels of education. He or she is competent in the tasks that employees do on a daily basis, and has already determined the best way to complete the task. Another reason is to prevent scope creep, which can delay the project, and/or blow up the budget.

Drawback and Challenges of Vertical PM

When the global economy transitioned to a knowledge economy in the late 1900-2000's, startups began to outperform organizations that utilize command and control project management. Innovation rivaled production capability as a key competitive edge, allowing newcomers with flatter organizations to directly compete against veteran companies with vertical organizations. In response, vertical organizations developed and follow a waterfall methodology, where work flows through different departments until it reaches an endpoint. Work takes place sequentially, and tasks are dependent on prerequisites that needs to be completed first. It has more room for deviation, but allows for limited collaboration between different types of workers.

Horizontal Organizations

Horizontal organizations focus on skill proficiency rather than management hierarchy. Fewer divisions exist between executives in senior positions and the staff. In smaller companies, a CEO with industry experience might work directly with a software development team. However, in technical questions and situations, he or she will usually defer to the most senior software engineer. Horizontal organizations are seen in startups, with a priority for project delivery rather than traditional management. All employees across the organization are given more or less the same trust and opportunity for input into project decisions. Productivity and achievement of goals are higher concerns, so the ability to solve problems creatively is encouraged.

Agile Project Management

Because of the flatter and more fluid structure of horizontal organizations, a more agile style of project management works better. It allows work to be completed iteratively rather than sequentially. The project team completes various portions of the project. They test their product together with end users, and then gather feedback from customers to keep the requirements of the project relevant and defined. The iterative testing used in this project management style allows teams to continuously gather updates and make adjustments accordingly. Agile project management works well with horizontal organizations because the completion of the various portions of the project do not have to be dependent. Team members can also work in a cross-functional capacity, which results in greater value.

Drawback and Challenges of Horizontal PM

Scaling, however, is difficult in agile, as is in horizontal organizational structure. As a team grows, as the company gets bigger, decision making becomes more difficult and slower, because everyone can make an input regarding the project. Scaling magnifies any dysfunction present at the team level. A greater number of teams will have more complicated cross-team dependencies, which are difficult to track and visualize. Integration of work also becomes more challenging.

Conclusion

Both vertical and horizontal organization structures have pros and cons. The project management method best suited for each type of organization also have their strengths and weaknesses. To increase the advantages and benefits of a specific method of project management, it will require the right set of tools, such as the right project management software. Vertical organizations that use a waterfall approach will need PM software with powerful Gantt charts and forecasting features. Horizontal organizations using agile methods will need more collaboration features. In the end, every company is unique, with unique business needs. Structures and methods exist to help users achieve their goals, and it is up to them to determine what works best.

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The Difference Between Vertical and Horizontal Project Management

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Free Trial Offers for Project Management Software Business organizations follow a variety of structures and models. Unlike a physical structure which is usually static, an organizational structure is a dynamic system. It outlines how activities are directed in order to achieve the business goals of an organization.

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This artifact is very similar to the chart in Module 1. I chose to use this artifact as it very clearly breaks-down the different levels of managers, their role, and what their titles may be.

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Module 2: Ethics and Corporate Social Responsibility 

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Module 2: Ethics and Corporate Social Responsibility 

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Module 2 touched on the Sarbanes-Oxley Act. The article below written by Scott Green is an interesting piece about the causes, impact and future of the Sarbanes-Oxley Act.

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Module 2: Ethics and Corporate Social Responsibility 

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Module 2: Ethics and Corporate Social Responsibility 

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When doing research for the Module 2 case study, I found that Exxon Mobil had excellent  corporate social responsibility. The artifact below is to the Exxon Mobil Corporate website that provides information on their community engagement and their energy and environmental efforts.

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Learn about ExxonMobil’s history as one of the largest international oil & gas companies. See how we are fueling the world safely and responsibly.

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Module 3: Management Within a Global Organization  

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Module 3: Management Within a Global Organization  

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In Module 3 we learned about the United States-Mexico-Canada Agreement (USMCA). The USMCA is a trade agreement that replaces the NAFTA and went into force July 1st, 2020.

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Module 3: Management Within a Global Organization 

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Module 3: Management Within a Global Organization 

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The entirety of Module 3 was about globalization. The artifact below is an article that discusses how globalization fell victim to Covid-19.

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It's well-known that the COVID-19 pandemic has accelerated technological innovations, catapulting remote offices, medical visits and education into the commonplace. Less discussed but just as important is the impact it is likely to have on globalization.

Globalization was faltering even before the pandemic, perhaps even before the recent incarnation of the U.S.-China trade war, notes Neil Shearing, Capital Economics' chief economist, in an analysis out Monday.

"Nonetheless, history is likely to judge this as the point at which the wave of globalization that has reshaped the world economy over the past three decades began to retreat," he writes.

While "globalization" is a big term, covering the entire world, its rise and fall center on the globe's two major superpowers.: China and the U.S.

And COVID-19 has accelerated its retreat. "Mainstream views toward China have become more hawkish," Shearing writes, "in part due to its early failure to contain the virus but also because of its behavior since."

Also not sitting well with the rest of the world: China's priorities in stimulating its economy through the COVID downturn are helping China, not the rest of the world. As Shearing explained earlier in the month, "the policy response by Beijing has so far followed the usual playbook - leaning on state-owned banks to lend, instructing state-owned firms to invest and boosting infrastructure spending. As a result, the recovery has been credit-fueled and investment-led and will ultimately exacerbate the structural problems at the heart of China's economy."

Meanwhile, China is exporting more - "everything from PPE to webcams," Shearing wrote - and importing less.

It's no crime for a country to prioritize its own growth over boosting the rest of the world, of course - but global trading and economic patterns have long depended on the Chinese "locomotive." If China isn't bolstering the rest of the world, that means other nations and trading partners will need to make big changes.

Another result of the distrust that's built up toward the Chinese government is ripple effects through technology and security policy, including bans on Huawei, TikTok and WeChat. In an earlier analysis, Shearing explained how this so-called "digital nationalism" could be dangerous.

Read: Judge blocks Trump administration's ban against TikTok from going into effect

In fact, a distrustful world, driven farther apart rather than closer together, could have serious implications, from disrupted payment systems to crackdowns on foreign investment and less information-sharing. At a moment of global crisis, that may be the last thing we need.

Read next: The world is de-globalizing. Here's what it may mean for investors.

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It's well-known that the COVID-19 pandemic has accelerated technological innovations, catapulting remote offices, medical visits and education into the commonplace. Less discussed but just as important is the impact it is likely to have on globalization.

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Module 4: Introduction to Planning and Decision Making 

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Module 4: Introduction to Planning and Decision Making 

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In Module 4 'Decision Making', we learned that the rational decision process involves careful and methodical steps. The artifact below shows each of these steps.

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Module 4: Introduction to Planning and Decision Making 

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Module 4: Introduction to Planning and Decision Making 

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In the text 'Introduction to Planning' we learned about the PESTEL factors and analysis. The artifact below explains those six factors.

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Module 3: Management Within a Global Organization 

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Module 3: Management Within a Global Organization 

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Professor Ian Goldin discusses the potential risks of destabilizing an economy due to globalization in the podcast artifact below.

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Globalisation has brought us vast benefits including growth in incomes, education, innovation and connectivity. Professor Ian Goldin, Director of the Oxford Martin School, argues that it also has the potential to destabilise our societies. In The Butterfly Defect: How globalisation creates systemic risks, and what to do about it, he and co-author Mike Mariathasan, Assistant Professor of Finance at the University of Vienna, argue that the recent financial crisis is an example of the risks that the world will face in the coming decades.
The risks spread across supply chains, pandemics, infrastructure, ecology, climate change, economics and politics. Unless these risks are addressed, says Goldin, they could lead to greater protectionism, xenophobia, nationalism and to deglobalisation, rising conflict and slower growth.

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The butterfly defect: how globalization creates systemic risks, and what to do about it

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Globalisation has brought us vast benefits including growth in incomes, education, innovation and connectivity. Professor Ian Goldin, Director of the Oxford Martin School, argues that it also has the potential to destabilise our societies.

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Module 6: Managing Human Resources and Communications

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Module 6: Managing Human Resources and Communications

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Module 6 covered the functions and duties of human resource management. The artifact below helps break down the functions in one comprehensive chart.

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Module 5: Organizational Structure and Processes

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Module 5: Organizational Structure and Processes

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In module 5, employee empowerment was discussed. I chose the Forbes article below as an artifact because it provides additional insight on employee empowerment and inclusive work environments.

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Bruno Guicardi is President of , the digital solutions partner driving lean digital transformation for the world's biggest brands.

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Best-selling author Gary Hamel recently shared some stats that represent a startling reality: "Only one in five employees believe their opinions matter at work ... and one in 11 say they can influence important decisions."

Much has been said about employee empowerment and a work environment that's more inclusive, but the discussion tends to center on talent attraction and retention as if this was only an HR issue. My provocation in this article is that we should look at empowerment in the workplace as our best bet to tackle the ever-increasing unpredictability in the business environment and to thrive as a business.
The Problem Deep Down
The 20th-century formula to solving problems in which companies analyzed the situation, broke it down and came up with a detailed plan doesn't work anymore. In the digital space, my field of expertise, we get a front-row seat. The cycle from idea to market in traditional companies takes between two and five years. As you can imagine, when these products finally get to market, they are already outdated.

Unfortunately, the root cause of the problem is hard to solve because it is deeply ingrained in the current corporate culture: Leaders are expected to know the answers to all problems. The trouble is that although this approach works well for knowable problems, it is unfit for unknowable ones where we are facing unknown unknowns.
The Leap Forward
Most of the relevant problems today are of the unknowable kind. Due to a roster of new factors such as a fast change in consumer behavior, fragmentation and globalization, these problems have many variables and many dependencies among these variables that, in practice, make them unknowable. You may hear some of your peers and your management consulting partners claim these problems are knowable in theory. But as Benjamin Brewster is credited with saying, "In theory, there is no difference between theory and practice, while in practice, there is."

The biggest shift we see thriving in the digital space, which can be a lighthouse for other contexts, is favoring action over analysis. This changes the game from gaining knowledge of the problem beforehand to gaining knowledge as we go. Here is exactly where employee empowerment fits and a new type of leadership enters. In our experience, a better approach has been to assign teams to specific business challenges and empower them to take action fast, learn with customer feedback, pivot, rinse and repeat.
A New Book Of Knowledge For Leadership
However, in order to have empowered teams, we need empowering leaders. The rite of passage for leaders is to acknowledge the high uncertainty of the business environment and that they don't know exactly what to do - and that's not only OK; it's what's expected. In digital, if leaders were to rule under a command-and-control model, they would need to deeply know business, customer behavior and technology. As you can imagine, it is very rare to find someone whose skills span three different disciplines. The metamorphosis from a know-all leader to one who develops the team's collective intelligence is a humbling experience but also a liberating one, and it creates a less asymmetrical and more human relationship between leader and team where there's space for creativity, trust and true collaboration.

Along with the leader's personal transformation, other conditions need to be in place to achieve a more humane work environment. Below are some of the most important ones.

* Cross-functional teams. It is critical that teams are multidisciplinary and made up of people with all the required skills to run from idea to implementation. In our studies, we've found that, on average, only 25% of the total lead time of a typical digital initiative is work being done, and that 75% of the time, work is just sitting and waiting for approvals, reviews and handoffs. Putting everyone together can drastically speed up the process. It also gradually promotes a more holistic understanding of the overarching business challenge, which in turn helps increase substantially the quality of the ideas and contributions from team members.

* Outcome over output. If you're now defining the "projects" you are going to do next year and your respective scorecard, what type of autonomy do you really have to adjust course when needed? Establishing higher-level goals and scorecards is essential to bringing the uncertainty of the external world inward to our teams. Having outcome-based goals (get 1 million new subscribers) instead of output-based (deliver the new engagement platform) shared across all team members creates the freedom for real adaptation to happen. It also provides the team with real autonomy to use creativity and problem-solving.

* Act your way into a new way of thinking instead of thinking your way into a new way of acting. Training and change management are necessary but far from enough to change mindsets. The most important tactic to make these changes take root is to design new processes that will give the opportunity to exercise the new expected behaviors. For example, take Amazon's " working backward" process for product development; it is the way Amazon makes sure its employees are practicing customer centricity every day instead of asking people to be customer-centric.

* Strip out your ideas to their very core. So much for the "fail fast and celebrate failure" spiel. To make failure almost painless, what many successful organizations do is strip out their ideas of all the fluff and test them so quickly and cheaply that if they fail, it it unnoticeable. Because their teams have outcome-based goals, they have total autonomy to implement as many ideas as they come up with - as long as it fits within their budgets.

This new execution discipline is in its infancy, and there is still a lot to be learned and developed, but it is also exciting. The business playbook as we know it will cease to exist. Instead, the new playbook for our new reality is being written chapter by chapter as we speak, and "being human" is one of the first sections.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

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Council Post: The Case For A More Human Leadership Model

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Bruno Guicardi is President of , the digital solutions partner driving lean digital transformation for the world's biggest brands. Best-selling author Gary Hamel recently shared some stats that represent a startling reality: "Only one in five employees believe their opinions matter at work ... and one in 11 say they can influence important decisions."

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Module 6: Managing Human Resources and Communications

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Module 6: Managing Human Resources and Communications

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In Module 6 we learned that one of the duties of human resource management is the onboarding process. I chose the artifact below as it is a great reference to review the steps of new employee onboarding steps.

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7-Steps To A Perfect Employee Onboarding Process In 2021

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Review the perfect employee onbording process for new hires from recruitment to orienting new employees several weeks into their stay at the company.

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7-Steps To A Perfect Employee Onboarding Process For New Hires In 2021

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Module 5: Organizational Structure and Processes

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Module 5: Organizational Structure and Processes

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The artifact below is an example of the Matrix Organizational Structure. I chose this artifact to include a visual of one of the organizational structures that we learned about in Module 5.

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Module 5: Organizational Structure and Processes 

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Module 5: Organizational Structure and Processes 

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I chose the artifact below as it provides more information on centralization and decentralization as we learned in Module 5.

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An organizational structure is the outline of a company's framework and guidelines for managing business operations. Small business owners are usually responsible for creating their companies' organizational structure, which is usually an extension of the owner's personality, management style and characteristics. Two types of organizational structures are found in the business environment: centralized and decentralized. Each structure offers advantages and disadvantages for business owners.

Individual vs. Team Management

Centralized organizational structures rely on one individual to make decisions and provide direction for the company. Small businesses often use this structure since the owner is responsible for the company's business operations.

Decentralized organizational structures often have several individuals responsible for making business decisions and running the business. Decentralized organizations rely on a team environment at different levels in the business. Individuals at each level in the business may have some autonomy to make business decisions.

Structural Advantages of Centralized Organizations

Centralized organizations can be extremely efficient regarding business decisions. Business owners typically develop the company's mission and vision, and set objectives for managers and employees to follow when achieving these goals.

Use of Expertise in Decentralized Organizations

Decentralized organizations utilize individuals with a variety of expertise and knowledge for running various business operations. A broad-based management team helps to ensure the company has knowledgeable directors or managers to handle various types of business situations.

Structural Disadvantages of Centralized Organizations

Centralized organizations can suffer from the negative effects of several layers of bureaucracy. These businesses often have multiple management layers stretching from the owner down to frontline operations. Business owners responsible for making every decision in the company may require more time to accomplish these tasks, which can result in sluggish business operations.

Structural Disadvantages of Decentralized Organizations

Decentralized organizations can struggle with multiple individuals having different opinions on a particular business decision. As such, these businesses can face difficulties trying to get everyone on the same page when making decisions.

Additional Considerations for Organizational Structure

Business owners should carefully consider which type of organizational structure to use in their company. Small organizations typically benefit from centralized organizational structures because owners often remain at the forefront of business operations. Larger organizations usually require a more decentralized structure since such companies can have several divisions or departments. Business owners may need to consider changing the organizational structure depending on the growth and expansion of business operations.

General Misconceptions of Planning Time

Organizational structures do not always require significant amounts of planning time. Many businesses have organizational structures that simply evolve during the business's lifetime.

Business owners often set the tone based on how they manage employees. Employees will perceive how the owner handles different business situations and simply adjust their work style accordingly. This will create an organizational structure by default, with no serious planning involved.

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An organizational structure is the outline of a company's framework and guidelines for managing business operations. Small business owners are usually responsible for creating their companies' organizational structure, which is usually an extension of the owner's personality, management style and characteristics. Two types of organizational structures are found in the business environment: centralized and decentralized.

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Module 8: Controlling Performance and Operations 

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Module 8: Controlling Performance and Operations 

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This artifact is an educational article that provides additional information on barriers to managing control as mentioned in Module 8.

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Managing control is essential to making sure that a process or system is running effectively within an organization. There are sometimes barriers to testing, measuring, communicating, or observing how effectively a system or process is running. These barriers can reduce the efficacy of the organization, not only in the process being controlled but also in the controlling process. Barriers to organizational control can include scarcity of resources, inaccurate measurements of the process, improper information flow, and incorrect analyses.

Resource Scarcity

Managing control typically requires a number of resources. These resources include supervisory staff, skilled specialists, tools to measure the control of the system, and often complex statistical software and other tracking technologies. A lack of any (or all) of these crucial inputs can drastically reduce the ability of the control team to collect and communicate their findings. This under-funding of the control system creates resource scarcity for the process.

Inaccurate Measurement

Inaccurate measurement while managing control can happen for a number of different reasons, including:

Inaccurate measuring devices

Misunderstanding of the measurement process by staff

Inaccurate or misleading measurement processes

Lack of staff training to determine how to measure the control process

These issues can result in inaccurate measurements, which can make the control process more of a danger to the evolution of the process than an asset. All measurement tests need to be tested themselves; an understanding of best practices in taking measurements is critical in project managment.

Information Flow Issues

A particularly complex barrier to offset is information flow. Information is collected at one point in the process and analyzed contextually at another. This time lag in information flow can misdirect management to problems at the wrong time in the sequence. Ensuring timely discovery and reporting of measurements mitigates this risk.

Even with adequate resources to manage control and accurate measurement and information flow, barriers to analyzing data can still appear. These can be introduced by human error or software error. It is useful to think statistically: a good manager will consider a 99% confidence interval that a given process is underperforming as sufficient evidence to take action to improve it, despite the fact that one time out of a hundred the issue will not be significant. Even one failure out of one hundred adds up in an organization with thousands of processes to monitor.

A lack of resources, inaccurate measurements, information flow errors, and incorrect analyses can all result in significant barriers to managing control of a process or system. Managers should be aware of these barriers and do their best to avoid them through training and accuracy.

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Managing control is essential to making sure that a process or system is running effectively within an organization. There are sometimes barriers to testing, measuring, communicating, or observing how effectively a system or process is running. These barriers can reduce the efficacy of the organization, not only in the process being controlled but also in the controlling process.

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I chose the artifact below because it can act as a simple reminder to employees. People may have different motivators but a little motivation in the workplace can go a long way.

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The artifact below is a great article that explains leadership types that we learned about in Module 7 "Leadership" and helps leaders determine which type they are.

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There are nine different leadership styles, and the type you use to direct your team can greatly impact your organization's success.

Each leadership style has its strengths, although some - like transformational, democratic and situational leadership - are commonly seen as more desirable.

Understand and harness the strengths of your leadership style to communicate effectively and motivate your team.

This article is for business owners and managers who want to recognize their leadership style and maximize their strengths.

Whether you are leading a small group or a large organization, your leadership style can greatly impact the effectiveness of your efforts. Although there are several types of leadership, the most appropriate one to use depends on you and your team. Christie Lindor, founder and CEO of Tessi Consulting, described some common traits of an effective leader to us.

"Effective leaders demonstrate the political will to make tough decisions and are accountable enough to follow through on promises," she said. "Transparent communication styles also make leaders effective."

In addition to making tough decisions and exhibiting clear communication, productive leaders should periodically examine their style and evaluate how their subordinates perceive it. Sometimes it is necessary to alternate leadership styles to accommodate a team's changing needs. [Related article: 7 Common Leadership Mistakes You're Probably Making]

The 9 most common types of leadership

Leadership styles can be unique to each individual. However, experts agree that most leaders fit into at least one of these nine different leadership styles. Lindor said when you analyze which leadership style you use, keep in mind that there are no right or wrong styles.

"It's all about pairing leadership styles with the right organizational fit, market, timing and needs in a way that drives successful outcomes," she said.

1. Autocratic leadership: This is one of the strictest types. Autocratic leaders tend to have complete control over the decision-making process. This leadership style can be effective when decision-making is urgent or workmanship is routine.

2. Bureaucratic leadership: Although not as strict as autocratic leaders, bureaucratic leaders also tend to strictly enforce regulations and statuses in the hierarchy. This leadership style can be effective in healthcare and safety environments.

3. Charismatic leadership: Charismatic leaders have an infectious presence that motivates their team to follow their lead. Their likability helps them and their teams achieve success in business. This leadership style can be effective in high-energy work environments that need a lot of positive morale.

4. Democratic leadership: Unlike autocratic or bureaucratic leaders, a democratic leader often welcomes subordinate participation in decision-making. This leadership style is often admired and can be effective in creative work environments that don't require quick decisions.

5. Laissez-faire leadership: Laissez-faire leaders have a hands-off approach and let their employees assume responsibility in the decision-making process, although they must still set employee expectations and monitor performance. This leadership style can be effective when working with highly experienced and confident employees.

6. Servant leadership: Servant leaders share power and decision-making with their subordinates and often direct the organization based on the team's interests. This leadership style can be effective for humanitarian organizations, nonprofits and teams that need to create diversity, inclusion and morale.

7. Situational leadership: Situational leaders implement a range of leadership types and modify their style based on the needs of their employees and the environment. Because of its versatility, this type of leadership is effective in most organizations.

8. Transactional leadership: A transactional leader uses a reward/consequence system to motivate employees toward success and discourage them from failure. This leadership style can be effective for teams that are motivated by rewards.

9. Transformational leadership: Like charismatic leaders, transformational leaders use their inspiring energy and personality to create an engaged workplace. This style is often more effective than charismatic leadership, as it also motivates teams to build confidence and accountability. It can be effective in organizations with intellectual team members who thrive in interactive environments.

"The leadership styles that I most admire are transformational, which is about articulating an inspiring vision and helping people reinvent themselves and their company; servant leadership, which is all about taking care of your clients, employees and the general community; and situational leadership, which is all about creating an agile way of leading and thinking depending on the needs of the organization or marketplace," Lindor said.

How to identify your leadership style

After understanding the different types of leadership styles, determine which one feels most authentic to you.

To do this, ask yourself these questions:

What do I value more - goals or relationships?

Do I believe in structure or freedom of choice?

Would I rather make a decision on my own or collectively?

Do I focus on short- or long-term goals?

Does motivation come from empowerment or direction?

What does a healthy team dynamic look like to me?

There is no right or wrong answer to these queries; many individuals find their leadership style through trial and error. Experiment with different approaches to see which one works best for you and your team. You can also seek a leadership mentor who can offer advice on how they developed their style. Solicit feedback from people you trust as well. Most importantly, be authentic. Try to pick a leadership style that feels natural to use and is aligned with your strengths.

Why it is important to understand your leadership style

According to Lindor, self-awareness is the foundation of a good leader. When you understand what leadership style works best for you and your team, it's easier to be an effective leader.

"It's important to know what type of leader you are (or are not) in order to show up effectively in an organization," Lindor said. "Knowing your leadership style also helps you decide which organizations might be a better cultural fit."

Norah Nicholls, principal at Deloitte Tax LLP, said a good understanding of your leadership style can help you communicate with your team more effectively.

"It's important that you maintain transparency about what you're focused on as a leader, and to help create alignment around your vision and objectives," she said. "It's important to create a culture where people understand the strengths that they collectively bring to the team."

Nicholls said that effective leaders are able to set a vision, align people with that perspective, and show them how they can achieve that intent together. However, you must play to the strengths of your leadership style to achieve that goal. "If you can better understand your leadership strengths and harness them, you will continue to grow and succeed."

Daily leadership behaviors that motivate employees

Regardless of your leadership style, there are leadership behaviors you can exhibit to inspire employee motivation and success. A prime example is to be a positive role model for your team.

"Showing your people that you are constantly focusing on improving your own skill set - leadership, industry knowledge, technical skills - is critical to good leadership," said Nicholls. "Encourage them to explore new skills, to make sure they know you're committed to their growth."

When you set a good example for your employees and show interest in their success, they are more likely to follow your lead and respect your authority. Lindor said that you should also display daily acts of authenticity, compassion and inclusion to inspire employees. You can build trust in your employees if you exhibit genuine actions and are willing to work alongside your team when necessary.

"Employees like to work for leaders they believe have their best interest at heart, leaders that will stand up and support them, particularly during challenging times," said Lindor. "Regardless of your leadership style, always remember to take care of your people, and they will, in turn, take care of you."
Tierra Smith contributed to the writing and reporting in this article. Source interviews were conducted for a previous version of this article.

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Identify your leadership style so you can lead your team according to your strengths.

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Module 7 we learned the difference between leadership and management. I chose the artifact below because it helps explain the difference between the two and provides scenarios.

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The terms leadership and management are frequently used interchangeably. While the distinction between the two may seem trivial at first glance, there's actually a significant difference between them. Understanding this contrast will help you provide better guidance to your teams and be more effective in your role.

Understanding Leadership vs. Management

When it comes to understanding the difference between leadership and management, it may be helpful to think of a map. A leader is responsible for choosing a destination and the overall direction, while a manager shares the specific turns you need to make to get from Point A to Point B. Let's explore this idea more in depth.

Leadership

As you may have deduced from the example above, leadership is about providing a high-level vision for a team - with the goal of innovating in a way that will help an organization in the long run by asking what needs to change and why. From there, leaders guide people in the right direction by providing support, inspiration, and motivation. Along the way, leaders check in to make sure everyone is aligned and on the right track, but they rarely get involved in the tactical decisions.

Management

Management's responsibility, on the other hand, is to execute on the leader's vision. Once the destination has been set, managers are the one who oversee the series of tactics that will get them to where they need to be. This involves assigning tasks to team members, making sure everyone is collaborating harmoniously, and ensuring they hit the appropriate deadlines to reach their short-term goals.

Playing both roles

While there's a clear distinction between the two roles, there are times that the lines will either overlap or be blurred. In other words, certain situations will require managers to step up into more of a leadership role while others will need leaders to take on more of a managerial role. Below are a few examples of when this may be required.
Managers as leaders:

When overseeing a very large team

In the absence of or during a transition of a team leader

While providing mentorship to team members or employees

Leaders As Managers:

When taking on a direct report

In the absence of or during a transition of a key manager

While working with managers or direct reports who need additional support or more specific guidance

Why the Distinction is Important

Both leadership and management are important to have at every organization. Without leadership, teams would be directionless and not be united on a vision. Without management, teams wouldn't be able to take actionable steps or complete the goals they need to achieve their vision. Let's take a look at some real-life scenarios to see what these roles look like in action.

Scenario #1

Your organization recently went through an acquisition. While exciting, the transition is causing some friction and employee morale is low as a result. This is the right time to practice leadership. Since most of the problem stems from a lack of clarity around the shift and future direction of the company, it may be helpful to sit down with the team and explain your thinking, the type of change you intend to create, and how the company will move forward together through this transition.

Scenario #2

On the other hand, let's say you're confronted with a huge project that has many moving parts and a tight deadline. In this situation, you may want to put on your managerial hat. Doing so will enable you to set goals, effectively assign tasks to your team, and make sure everyone is laser-focused until the project is completed.

Regardless of your title or position, we believe there's room to practice both management leadership skills - depending on what the situation calls for. However, it's important to note that - in general - the higher you move up in an organization, the more your role will focus on the leadership aspects than the managerial aspects. As long as you're prepared for this eventual transition and still trust your managers to carry out your vision, you'll be set up for success!

By understanding the distinction between leadership and management, you'll be able to choose the right hat to wear depending on your team's current needs. If you feel like you need more help developing leadership skills, we recommend turning to coaching and mentoring for support. Leadership books are another fantastic way to supplement these development opportunities. You can access our top recommendations by downloading 18 Leadership Books For Every Stage Of Your Career.

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The Difference Between Leadership And Management | Torch

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The terms leadership and management are frequently used interchangeably. While the distinction between the two may seem trivial at first glance, there's actually a significant difference between them. Understanding this contrast will help you provide better guidance to your teams and be more effective in your role.

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Module 6: Managing Human Resources and Communications 

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Module 6: Managing Human Resources and Communications 

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In Module 6 in the 'Communications' text, we learned about the different types of communications and when they are used. I chose the artifact below as it lays out the the types of communication.

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Module 8: Controlling Performance and Operations 

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Module 8: Controlling Performance and Operations 

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Module 8 discusses Total Quality Management. I chose the artifact below as it clearly displays 8 common TQM practices.