Report on Innovation in Leadership

0 Running head: INNOVATION IN LEADERSHIP
Innovation in Leadership
Name of the student
Name of the university
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INNOVATION IN LEADERSHIP
Part A
1. The main difference between leadership and management is that the leaders have people
following them and the managers have people who are working for them. Being both at
the same time is a feasible concept. However, there are some standout differences between
the two roles. A leader is someone who invents or innovates, coming up with new notions
and kick starting the shift of the organization into a forward-thinking phase. In contrast to
that, the manager is generally just maintaining what is already established. A manager is
always relying on control, where, on the other hand, the leader inspires trust. Leaders ask
what and why, whereas the managers generally ask questions like how and when. Good
leadership asks for a lot of good verdict, especially in matters of the ability of standing up
to the senior management over any specific point of concern or if there is any aspect that
requires improvement (Northouse).
2. Situation-Behavior-Impact-Request (SBIR) feedback model helps in the delivering of
more effective and direct feedback. It is focused on the comments on any precise situation
and behavior and then it summaries the influence that these behaviors have on other
people. The tool has a simple structure that can be used for giving feedback – situation,
behavior and impact. This kind of feedback structure helps people understand exactly
what they are commenting on and what the reason is for that. Outlining the influence of
their behavior on other people, they would be getting the chance of reflecting on their
actions and thinking about what is needed to be changed. Once the model is applied and
the feedback is delivered the other person needs to be encouraged into thinking regarding
the situation and understanding the influence of his or her behavior (Claiborne, Sirgy).

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3. Organizational silence is a kind of behavioral choice that can develop or depreciate
organizational performance. Not taking into consideration the fervently difficult
expression, silence might even be conveying approval and sharing, or disfavoring and
opposition, in turn turning into a pressure mechanism for both the organization and the
individuals in it. If the employees are silenced by the organization then they are most often
than not damaging the relationships and stopping growth and innovation. Research has
shown that this inclination of remaining silent instead of just expressing a different
perspective takes place in both individual relations and in organizational ones (Dankoski,
Bickel, Gusic).
Message distortion takes place whenever any message that is sent by one communicator
gets interpreted in a different manner by the receiver of the message. Costly and
complicated instances of message distortion happens in the workplace at the time when
someone is misinterpreting directions regarding a task completion. Even though
distortion cannot get eliminated in a complete manner when any message is getting sent
in any setting, there are different ways in which the distortion can be reduced. Hierarchy
is one of the main reason of messages getting distorted in organizations. The authority,
power and status relationships that are inherent inside the chain of command inside any
organization builds an additional influence on the information distortion (Ruesch).
4. Public health advocacy strategies adopt an upstream approach that recognizes both
individual and personal problems as being reflective often in social conditions. It even
identifies the societal breadth of several public health problems and the resource and
logistical challenges that are inherent while addressing these challenges at an individual
level. Engagement in public health advocacy addresses the clearly political aspects of

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public health and the importance of addressing social determinants of health as a major
element of any strategy for the betterment of the health of populations. It is vital for
supporting and creating environments that support health. Advocacy strategies are drawn
from a variety of strategies, which involves creation and maintenance of effective
coalitions, the application of information and resources for effecting systematic
modifications, and the tactical usage of news media for advancing a public policy
initiative and changing the way in which people live in a community. Most of the time it
even involves bringing together a disparate group for working together towards a common
objective. It can even involve the gathering and presentation of any evidence base for the
wish of any changes, even though that is worth noting that scientific evidence single
handedly is hardly enough for achieving any desired political support for public health
objectives (Katikireddi, Bond, Hilton).
5. Most of the people use the terms lobbying and advocacy simultaneously. However, there
is a distinction between the two that is helpful in better comprehension of the same. If
nonprofit organizations are advocating on their own behalf they are seeking to influence
some traits of the society, no matter if they are appealing to the individuals regarding their
behavior, governments regarding their laws, or the employers regarding their rules.
Lobbying is specifically referred to advocacy attempts that try influencing legislations.
This difference is helpful for keeping in mind as it implies that the laws that limit the
lobbying carried out by nonprofit organizations do not administer other advocacy
activities (Hanegraaff, Braun, De Bièvre, Beyers).
6. The objective of any advocacy strategy or project is improving the lives of ordinary
citizens. In case of development agencies, this implies ordinary citizen in the global south.