paper of B.ed

1. QURTUBA UNIVERSITY OF SCIENCE & INFORMATION TECHNOLOGY
FINAL TERM EXAM SPRING 2021
PROGRAM : B.ED (EVE) SESSION SPRING 2021
SUBJECT : EDUCATIONAL LEADERSHIP MAX MARKS 70
PAPER TIME :
NAME :
03HRS
MAZHAR AHMAD
ONLINE PAPER TIME:
ID NO :
05 HRS
16275
Q1: Describe the qualities of a visionary leader.
Answer:
Qualities of a visionary leader:
You don’t have to be a CEO to be a visionary leader. This management style can exist in
all levels of leadership, whether you’re a department head, VP, or even a kid who came up with a
clever strategy to attract more neighbors to a weekend lemonade stand. Here are some of the
qualities all visionary leaders share.
Persistent:
They know it will be challenging to execute their vision. But this is what drives their
determination to succeed. Hurdling obstacles along the way makes the victory of success so
much sweeter. Visionary leaders know how to navigate challenges and push through them,
keeping the team on course by leading with a “never-give-up” attitude no matter how tough
things get.
Inspirational and magnetic:
For the visionary leader, success is a goal best shared. They know that the talents and
contributions of many make success more meaningful. They understand that one of the most
effective ways to bring out the best in their teams is to tap into their emotions and ignite their
passions. Belief in the project goes hand in hand with supporting and believing in the team’s
ability.
Open-minded:
Visionary leaders are natural pivoters and hold multiple perspectives. They are able to
keep the big picture in mind but remain flexible in how to get there. A flexible mind helps them

2. navigate challenges more effectively. They are adept at harnessing the power of resources and
out-of-the-box creative solutions to turn setbacks into success.
Innovative and imaginative:
They allow themselves to dream as big as they want and encourage their teams to do the
same. Their imagination is what sets them apart, what got them to where they are, and what
drives company culture.
Bold:
Daring is in their DNA. They have the courage to take risks and the strength to endure
uncertainty. They would rather fail trying than not try at all. Visionary leaders recognize the
value in failure in that it can test a team’s resilience and ability to move on and grow.
Collaborative and communicative:
They are inclusive, inviting others to be a part of the vision. They attract talent who are
passionate and who are inspired by the big picture to create their best work.
Goal-oriented and resolute:
Nothing deters their razor-sharp focus. And their optimism serves as a firm anchor when
faced with setbacks. Rather than dwell on difficulties, they encourage teams to embrace them as
part of a journey to greatness.
Well-organized:
Visionary leaders mobilize teams or followers to work toward their vision and they need
structure and organization to guide them. Having a vision for the company means they have
mapped out a path in their mind, and they need to communicate this path to their employees in
order to set plans in motion. Strong organization skills keep the communication flowing and the
work on track.

3. Responsible:
Visionary leaders take chances and make sacrifices. But they also take responsibility for
their actions and their vision. For instance, they are keenly aware that in order to keep a project
moving forward, they need to ensure their team is motivated to do the work and are rewarded for
their part in bringing the leader’s vision to life.
Enthusiastic:
They are passionate believers in their ideas and goals and have the drive to make them
happen. Their enthusiasm is essential for rallying support from the teams they lead.
Emotionally aware:
They are aware of their emotions and aware of the feelings of others. Their empathy
fosters connection and inspires teams to recognize and see the value in their contributions. By
trusting in their teams and establishing a culture of trust, visionary leaders are trusted in return.
Q2: what are the stages of Team Building?
Answer:
Stages of Team Building:
Forming:
The first stage is forming, which is when the members within the team first come
together to meet. It can be considered the period of orientation when everyone is getting to know
one another and becoming acquainted.
Think of the forming stage like the first day of school or the first day at a new job. There’s
excitement in the air and everyone is ready to roll up their sleeves and get started on the project.
Usually, group dynamics and roles have yet to be established, a team leader will typically
emerge and take charge and direct the individual members.
The forming stage is also where team members discuss things like:
 Team goals
 Individual roles
 Strategy

4.  Ground rules
Storming:
Next up is storming. Stage two of five is considered the most critical but also the most
difficult to go through. It can be riddled with conflict as the individual personalities and work
styles clash within the team. It’s also common for team performance to dip a bit in the storming
stage as members can sometimes disagree on goals, strategy, responsibilities, and roles. Also,
keep an eye out for subgroups or cliques that can begin to form during this stage.
In order to not get bottlenecked in the storming stage, members have to work together and play
to each other’s strengths to overcome obstacles and stay on pace. Also, take the time to address
and overcome conflicts early on so they don’t stay an issue throughout the other phases.
Think of this phase like when you move in with a friend you’ve never lived with before, and you
slowly start to notice the little things about them that get on your nerves. The same is likely to
happen with members of your team. While some teams think they can skip this stage, it’s
important to dive into it with the expectation that there may be some conflict.
Norming:
Once you’ve weathered the storm, pun intended, your team can move into norming. Here,
team members have figured out how to work together and there’s no more conflict or internal
competitions lingering.
Unity is upon everyone and a consensus develops around who the leaders are, what everyone’s
role is, and what comes next. There’s also a sense of bonding between the team and is more
familiar with each other’s personalities and sense of humor. There should also be a sense of
comfort in the norming stage when giving constructive feedback or asking for help as you work
through various tasks.
Performing:
Next up is the performing stage, which tends to be where there is the most cohesive work
environment, people are happy and excited, and team performance is at an all-time high. There’s
a clear and stable structure in place throughout the group and everyone is fully committed to

5. achieving the goals put in place. In the performing stage, there’s a sense of focus, purpose, and
alignment from everyone on the team, no matter their role.
Remember that no matter what, problems and conflict can still emerge, but they’re handled and
dealt with in a constructive and honest manner. And, because there’s a bond and a relationship
already built amongst the team members, it’s easier and faster to get to a resolution if a conflict
were to occur.
Adjourning:
Last but not least is the adjourning stage. Sometimes also called the termination,
mourning, or ending stage, most, if not all, of the goals of the team have been accomplished. The
project as a whole is being wrapped up and final tasks and documentation are completed. As the
workload becomes smaller, it’s common for team members to be taken off the assignment and
delegated to a new project. The team members also usually debrief and discuss what went well
and what could be improved on for projects in the future.
Depending on how long the project lasted and the bond that was formed, there is sometimes a
ceremonial celebration of the work that was completed and the overall success of the project.
Q3: In your opinion why a leader need enthusiasm?
Answer:
In my opinion a leader will face highs and lows, but the key to overcoming any obstacle
is enthusiasm. Enthusiasm will set the tone for any situation. You can face a situation with
negativity, and you will have negative results. A positive company has success because of
positive leaders. As a leader, if you don’t have enthusiasm, others around you will not have it
either. Leaders set examples for everyone, and if they exhibit enthusiasm, it becomes very
contagious. Not only is genuine enthusiasm contagious, it can be seen and felt. People can tell
when someone is smiling because they want to be or doing it because they have to. A leader will
face highs and lows, but the key to overcoming any obstacle is enthusiasm. Enthusiasm will set
the tone for any situation. You can face a situation with negativity, and you will have negative
results. A positive company has success because of positive leaders. If you see a commercial on
television for a product, and the endorser appeared as if they could care less about the product,
would you buy it? Chances are, that answer is no. If you take that same commercial and replace

6. the negative endorser with someone who is excited about the product, you will instantly feel it.
Enthusiasm is a behavior that can be taught. As a leader, you can teach the others around you to
feel the same way. When someone is excited about what they do, success usually follows.
Enthusiasm also goes hand in hand with passion. When you have a passion for something, it
really shows. A leader has to approach every day with a positive attitude. When this happens, the
entire outcome will be positive. There will be times when it is hard to stay positive and there will
be times when it takes a lot of effort. The key is perseverance, push forward no matter what. The
main thing to remember is that enthusiasm is an essential ingredient because it is driven by
passion and it is fuelled by success.
Q4: What is conflict management? How conflict can be managed for high performance?
Answer:
Conflict management:
Conflict management is the practice of being able to identify and handle conflicts
sensibly, fairly, and efficiently. Since conflicts in a business are a natural part of the workplace,
it is important that there are people who understand conflicts and know how to resolve them.
This is important in today's market more than ever. Everyone is striving to show how valuable
they are to the company they work for and at times, this can lead to disputes with other members
of the team.
Conflict management can be defined as the informal or formal process that two or more parties
use to find a peaceful solution to their dispute.
A number of common cognitive and emotional traps, many of them unconscious, can exacerbate
conflict and contribute to the need for conflict resolution:
Self-serving fairness interpretations:
Rather than deciding what’s fair from a position of neutrality, we interpret what would be
most fair to us, then justify this preference on the bases of fairness. For example, department
heads are likely to each think they deserve the lion’s share of the annual budget. Disagreements
about what’s fairlead to clashes.

7. Overconfidence:
We tend to be overconfident in our judgments, a tendency that leads us to unrealistic
expectations. Disputants are likely to be overconfident about their odds of winning a lawsuit, for
instance, an error that can lead them to shun a negotiated settlement that would save them time
and money.
Escalation of commitment:
Whether negotiators are dealing with a labor strike, a merger, or an argument with a
colleague, they are likely to irrationally escalate their commitment to their chosen course of
action, long after it has proven useful. We desperately try to recoup our past investments in a
dispute (such as money spent on legal fees), failing to recognize that such “sunk costs” should
play no role in our decisions about the future.
Conflict avoidance:
Because negative emotions cause us discomfort and distress, we may try to tamp them
down, hoping that our feelings will dissipate with time. In fact, conflict tends to become more
entrenched, and parties have a greater need for conflict resolution when they avoid dealing with
their strong emotions.
Given these and other pitfalls, how can you set up a constructive conflict resolution process
when dealing with conflict at work and other realms? Conflicts can be resolved in a variety of
ways, including negotiation, mediation, arbitration, and litigation.
Negotiation:
In conflict resolution, you can and should draw on the same principles of collaborative
negotiation that you use in deal making. For example, you should aim to explore the interests
underlying parties’ positions, such as a desire to resolve a dispute without attracting negative
publicity or to repair a damaged business relationship. In addition, determine your best
alternative to a negotiated agreement, or BATNA what you will do if you fail to reach an
agreement, such as finding a new partner or filing a lawsuit. By brainstorming options and

8. looking for tradeoffs across issues, you may be able to negotiate a satisfactory outcome to your
dispute without the aid of outside parties.
Mediation:
In mediation, disputants enlist a trained, neutral third party to help them come to a
consensus. Rather than imposing a solution, a professional mediator encourages disputants to
explore the interests underlying their positions. Working with parties both together and
separately, mediators seek to help them discover a resolution that is sustainable, voluntary, and
nonbinding.
Arbitration:
In arbitration, which can resemble a court trial, a neutral third party serves as a judge who
makes decisions to end the dispute. The arbitrator listens to the arguments and evidence
presented by each side, then renders a binding and often confidential decision. Although
disputants typically cannot appeal an arbitrator’s decision, they can negotiate most aspects of the
arbitration process, including whether lawyers will be present and which standards of evidence
will be used.
Litigation:
In civil litigation, a defendant and a plaintiff face off before either a judge or a judge and
jury, who weigh the evidence and make a ruling. Information presented in hearings and trials
usually enters the public record. Lawyers typically dominate litigation, which often ends in a
negotiated settlement during the pretrial period.
In general, it makes sense to start off less-expensive, less-formal conflict resolution procedures,
such as negotiation and mediation, before making the larger commitments of money and time
that arbitration and litigation often demand. Conflict-resolution training can further enhance your
ability to negotiate satisfactory resolutions to your disputes.

9. Q7: Discuss global perspective of educational leadership in your own words?
Answer:
Global perspective of Educational leadership:
In my opinion a leaders are promoters of change and challengers of the norm by encouraging
creativity and risk taking. Leaders concentrate on goals, objectives, mission, and vision. They
concern themselves with doing the ethical or right thing. This paper addresses corporate
sustainability leadership within the global compact. Leaders are promoters of change and
challengers of the norm by encouraging creativity and risk taking. Leaders concentrate on goals,
objectives, mission, and vision. They concern themselves with doing the ethical or right thing.
Corporations have grown into multinational firms due to trust, loyalty and support of the
components they serve. Businesses are more global today. These firms are challenged with the
task of maintaining trust and balancing the numerous, often competing needs of their
stakeholders. Needs include greater profits, lower price for consumers, and higher wages for
employees, less waste and pollution, and growing demands for ethical and moral behavior.
Technology has made many actions crystal clear as to what standards should be followed.
However, today managers need to know how to be global managers. This is a must in order for
large corporations to effectively function and succeed in the global market. What does a global
manager need to know to lead responsibly? This paper addresses corporate sustainability
leadership within the global compact. According to Grant, most people are matchers. Matchers’
core values accentuate fairness, equality, and reciprocity. They are devoted to a quid pro quo
system whenever they help others. This limits their networking. Matchers give with the
expectation of receiving, directing their efforts only toward people they think can help them.
Thus, they limit their networking. Alternatively, givers expect nothing in return. They try to
make connections and maintain relationships that afford them the opportunity to do things for
others regardless of reciprocity.
 The leadership is nucleus of a tendency and social movement. By virtue of his/her leader
 position, he/she performs as a primary agent for judgment of the group structure,
atmosphere, goals, ideology and activities.
 Leadership is viewed as a personality and its effect in which a leader possesses the
 greatest number of variable traits of personality and character. By these personal

10.  Qualities, a leader will be able to carry psychological stimuli to others to accomplish a
given task.
 Leadership and the art of inducing compliance. It is the ability to impress the will of the
follower and to induce obedience, respect, loyalty, and co-operation, so the followers will
behave in desired manner.
 Leadership as the exercise of influence. The leader creates interactive communication and
demonstrates interpersonal influence to achieve a specified goal.
 Leadership as an act or behavior. The leadership is the behavior of an individual by
which he/she directs group activities. The leader’s involvement in group activities is
Significant.
 Leadership as a form of persuasion. Leadership is the powerful activity of persuading
people to co-operate to achieve determined objectives.
 Leadership as a power relation. The leader has right to establish behavior patterns for
others. The interpersonal power might be provided from referent, expert, reward-based,
coercive and legitimate power.
Moreover, in the Indonesian perspectives there should be a national trend of leadership
in 1980s and 1990s that was „Pancasila Leadership‟ Atmodiwiryo (2000). It means a
leadership that possesses the ideology of ‘Eka Prasetya Pancakarsa’. This is defined as
single determined willingness to execute the five principles of Pancasila, in leading the
Organization or institution to actualize the institutional goals. Pancasila is derived from
Javanese Language that consists of two words, „Ponco (five) and silo (verses or principles) ‟.
So Pancasila is meant as five verses or principles. The five principles are as follows;
 Belief in the one Supreme God,
 Just and civilized humanity,
 The unity of Indonesia,
 Democracy guided by inner wisdom in unanimity arising out of deliberation among
 Representatives,
 Social Justice for all the people of Indonesia