Distributed leadership in Ghorahi Cement Industry.pptx

Distributed leadership has gained significant traction in the Cement Industry of Nepal (Ghorahi Cement Industry), offering numerous advantages such as improved decision-making, enhanced employee engagement, innovation, organizational agility, and enhanced safety.

1. Distributed Leadership In The Cement Industry Of Nepal Ghorahi Cement Industry Prepared by: Kushal Ghimire

2. TABLE OF CONTENTS INTRODUCTION OBJECTIVE METHODOLOGY ANALYSIS CONCLUSION REFERENCES

3. INTRODUCTION This report explores how distributed leadership is implemented and its impact on the performance and culture of cement company in Nepal, Ghorahi Cement Industry. Distributed leadership is a leadership model that decentralizes decision-making and empowers employees at all levels to contribute to the success of the organization. Distributed leadership is the leadership style i.e. not confined to top executives but is shared among various levels and functions. Distributed leadership relates to interactions between multiple leaders in specific organizational situations.

4. OBJECTIVES To access the distributed leadership in Nepal’s Cement Manufacturing Industry, Ghorahi Cement Industry To identify the challenges and benefit of distributed leadership in Nepal’s Cement Manufacturing Industry, Ghorahi Cement Industry

5. METHODOLOGY Primary and secondary source for conducting a study on distributed leadership in the Nepalese cement manufacturing industry - Ghorahi Cement Industry. In this research review or content methodology has used to access the distributed leadership style in Nepalese cement manufacturing industry - Ghorahi Cement Industry

6. Analysis drawn for Distributed Leadership in Ghorahi Cement Industry Leadership Roles and Responsibilities Empowerment of Frontline Teams Middle Management as Facilitators Decision-Making Framework Clear Decision-Making Framework Documentation and Accountability Leadership Development and Training Investment in Leadership Development Ongoing Professional Development Organizational Culture Culture of Collaboration and Transparency Recognition of Leadership Behaviors Challenges and Adaptation Cultural Shift Challenges Adaptation to Market Changes Impact on Performance and Innovation Improved Decision-Making Enhanced Innovation

7. BENEFITS Enhanced Decision-Making Increased Flexibility Improved Employee Engagement Resilience Innovation Conflict Resolution Development of Leadership Talent Adherence to Regulations

8. FINDINGS Learned the concept of distributed leadership in details. Assessed the concept of distributed leadership, its characteristics, situation when to adapt this type of leadership and its traits. Through review methodology, researcher has been derived that distributed leadership practice exists in Ghorahi Cement Industry. Identified the challenges and benefits of distribued leadership in Ghorahi Cement Industry.

9. CONCLUSION Distributed leadership is gaining momentum in the cement industry of Nepal, offering numerous benefits such as improved decision-making, employee engagement, innovation, organizational agility, and safety. Ghorahi cement industry successfully embrace distributed leadership that are better positioned to thrive in a dynamic and evolving industry, contributing to Nepal's infrastructure development and economic growth. This leadership model holds promise for the industry's future, driving innovation and sustainable growth in the Nepalese cement sector.

10. References Bolden, R. (2011). Distributed Leadership in Organizations A Review of Theory and Research. International Journal of Management Reviews, 13(3), 251–269. https//doi.org/10.1111/j.1468-2370.2011.00306.x Canterino , F., Cirella , S., Piccoli , B., & Shani , A. B. (Rami). (2020). Leadership and change mobilization The mediating role of distributed leadership. Journal of Business Research, 108, 42–51. https//doi.org/10.1016/j.jbusres.2019.09.052 Choi, S., & Schnurr , S. (2014). Exploring distributed leadership Solving disagreements and negotiating consensus in a ‘leaderless’ team. Discourse Studies, 16(1), 3–24. https//doi.org/10.1177/1461445613508891 Harris, A., Leithwood , K., Day, C., Sammons, P., & Hopkins, D. (2007). Distributed leadership and organizational change Reviewing the evidence. Journal of Educational Change, 8(4), 337–347. https//doi.org/10.1007/s10833-007-9048- 4 https//ghorahicement.com.np/

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